In fact, many companies make a number of common mistakes when rolling out digital collaboration tools. For example, executives often believe that merely providing state-of-the-art applications is all they need to guarantee a successful transition to hybrid work. Everything else will develop on its own. But this is incorrect. Employees often feel left alone, not really knowing what they are supposed to do with the new solutions or what they are even good for at all. Even those who are familiar with them are more, often than not, unsure as to which functions they can and should use in their day-to-day work. And if the team doesn’t get on board with the new technology, drifting back into old structures in an inevitability.
That’s why the introduction of hybrid work solutions must be accompanied by suitable training measures. But this is where the next trap is already lurking: Many companies rely on a single standard for all purposes, such as online training. The problem is that the type of training should be planned and offered according to need. Various approaches are available for training, such as webinars, classroom training, coaching, communities, and e-learning. The selection should be tailored to the individual needs of the employees, the specific content, and the current situation.
Even those who offer various types of training often lose sight of another important factor: the feedback loop. One-sided communication and provision of tools is not sustainable. For example, employees are often enthusiastic about Yammer at the beginning, but after some time, the frequency of use drops significantly. Companies must therefore consider specific everyday needs, feedback, and usage rate, adapt functions and processes, and give their employees incentives for use.
Another stumbling block is the inadequate involvement of middle management in change management. Line managers in particular have an enormously important function as role models in day-to-day workflows. For this reason, they must be involved in the changes from the very beginning so that New Work can be implemented step by step until it becomes an integral part of the work routine. In this way, they can confer with their team and report back to higher management about the innovations they believe to be truly beneficial for the company – as well as which established processes should be retained.