Change may well be on the horizon and is accelerating exponentially. At the beginning of 2020, many financial services companies were firmly thrust into a remote working trajectory - Singapore’s DBS is allowing employees to work from home up to 40 per cent of the time as it adopts a hybrid model - a watershed year for digital transformation within the workplace. For the past year, the high-speed mass adoption of flexible working required employers to redefine and re-examine the workplace. If flexible agility, hybrid cloud infrastructures, and open banking are signs of permanent change, what does this mean for financial services organizations?
Our latest Career Insight, ‘Performance over Presence’ offers an in-depth analysis into the hybrid-remote approach; a business model which intertwines telecommuting with working present on-site. If the evolving experience-based hybrid approach is to be established, institutions may be likely to explore the potential benefits and caveats to this structure.
With this newfound employee sentiment, does the hybrid-remote model support workers and simultaneously avoid an eroding of company culture? How can leaders manage performance with geographically dispersed teams? Can hybrid working arrangements prevent a cacophony between employers and employees?
At Selby Jennings, these are the questions that have defined our post-pandemic conversations. Perhaps, the hybrid approach allows employees to be part of the calculation and offers a window into a more purpose-driven and brighter future for the workplace.
