Equity in the Hybrid Office | MIT Sloan Management Review

Leadership & Culture

In a pre-pandemic work environment, a segment of managers and leaders might view remote workers as being less dedicated than their in-office counterparts. This view could cause remote workers to be overlooked for their contributions, which could limit their advancement and professional development opportunities. However, the pandemic helped to remove the stigma associated with remote work in many organizations. And while many firms now support hybrid work and remote work, pre-pandemic barriers to equity for remote employees can begin to surface gradually if not carefully managed. This article submits that ensuring hybrid equity and equal access for remote workers will require a true partnership between leaders and employees–raising two questions. 1) What should managers do to facilitate the equitable treatment of in-person and remote employees? 2) What should remote employees do to meet their obligations and expectations within this new work context? The authors provide four suggestions to help answer these questions. They range from reassessing the value of visibility and building cultures of belonging. As a bonus article with additional ideas, I am resharing this previous post, How Inequity Is Showing Up in Virtual Work Environments, by Culture Amp Blog.

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