5 ways to better connect hybrid teams
Groov VP Clinical Dr Fiona Crichton shares the science on hybrid working and creating a culture of connection.
At a recent Alvarium x Groov event attended by top legal partners and HR leaders (pictured above), reconnection was a big topic. How can hybrid teams better connect? And how can leaders nurture a culture of connection? Dr Fiona has answers.
Recent loneliness research reveals workers are experiencing elevated levels of loneliness and disconnection, a trend particularly apparent in younger members of the workforce. This has serious ramifications. Evidence shows employees who feel socially isolated are absent from work as much as five times more than their connected co-workers because of stress. They are also significantly more likely to consider leaving their current place of employment.
With many workplaces embracing remote and hybrid ways of working, it’s more critical than ever that businesses value and nurture a culture of connection.
Here are some top tips to foster team connection in a hybrid work environment.
1. Create opportunities for in-person team connection
Bring your entire team together to connect in person at regular intervals. Evidence shows that in-person team interactions help build trust and effective collaboration.
When the team is together, harness opportunities to strengthen interpersonal connections. A team lunch or a fun group activity can be great facilitators of stronger relationships. If your team is competitive, think about a monthly lunchtime quiz or an exercise challenge. These informal moments build team cohesiveness and can enhance creative problem solving and overall productivity.
2. Adopt virtual ways to improve fun and connection within the team
Create a designated place within your comms channel group chat for ‘water-cooler’ conversations. Add your voice. Create a virtual shout out board where people can call out and celebrate the achievements of colleagues.
3. Schedule face-to-face 1:1 meetings with your team members
Don’t underestimate the power of in-person interactions. Research has shown that 83% of Gen Z workers prefer to engage with their managers in person. Evidence also indicates that younger workers rank supportive leadership as the most valuable factor when considering a job – so prioritising those interactions has real benefit.
4. Ensure meetings are inclusive and engaging
Invest in meeting technology that allows each person to be seen and heard by everyone, whether they’re in the room or beaming in remotely. Make it a rule that cameras are ON and adopt meeting norms and practices that encourage engagement and involvement, by everyone.
5. Prioritise post meeting interactions for virtual attendees
This is about recreating for remote attendees, the meeting after the meeting that often happens organically when meetings happen in-person. Pick up the phone and ask a team member what they felt about a decision, or how they thought the meeting played out. These small interactions help build a sense that individuals are valued, that their contributions matter, and that they are connected to the overall team mission.
About Dr Fiona
Our incredible VP Clinical Dr Fiona Crichton ensures everything Groov does is clinically sound. A health psychology specialist, she has hands-on experience designing effective programmes to improve health behaviour and wellbeing in the community.
Ready to discover what Groov can do for your workplace?
References:
Bowers, A., Wu, J., Lustig, S., & Nemecek, D. (2022). Loneliness influences avoidable absenteeism and turnover intention reported by adult workers in the United States. Journal of Organizational Effectiveness: People and Performance, 9(2), 312-335.
Deloittes Global (2022) Striving for balance, advocating for change: 2022 Gen Z and Millennial Survey.
Jenkins, R (2022). Three things making Gen Z the Loneliest Generation. Psychology Today.
Yang, L., Holtz, D., Jaffe, S., Suri, S., Sinha, S., Weston, J., ... & Teevan, J. (2022). The effects of remote work on collaboration among information workers. Nature human behaviour, 6(1), 43-54.