Guest post by Jill Krumholz, Managing Partner at RealHR
In the rapidly evolving work landscape, hybrid work has become an increasingly popular option for companies seeking to retain elements of the traditional workplace while incorporating the flexibility and adaptability of remote work that many workers and employers have come to expect over the past several years.
The hybrid model requires any business to rethink everything from floor plans to budgets to management styles, but hybrid work offers mission-driven organizations particularly unique opportunities and challenges.
The Shift to Hybrid Work
Like many organizations, nonprofits have undergone a transformative shift in organizing their workplaces and workforces. Technological developments had begun to drive an increase in remote work even before the COVID-19 pandemic. Still, over the last several years, necessity has accelerated that shift and forced employers to embrace creative, often personalized solutions to the issues of where and when people get their work done.
This was a bumpy road for many, but as systems were developed and technologies improved, employers and employees realized that workplaces could be designed to allow for greater flexibility and accommodate employee needs without compromising productivity.
In light of the easing pandemic restrictions, many nonprofits are contemplating a “new normal.” Many seek to revert to the traditional on-site setup while still embracing the advantages of remote work, benefiting both employees and employers. The hybrid work model aims to blend on-site and remote workdays, offering flexibility while nurturing teamwork and structure found in shared physical workspaces. This new model brings benefits, opportunities, and challenges to nonprofit organizations.
Positive Impacts of Hybrid Work on Nonprofits
Employee Satisfaction and Retention
Offering flexibility in work arrangements positively impacts employee satisfaction and retention rates, which in turn affect a nonprofit’s ability to deliver its mission. Hybrid work can allow nonprofit employees to better balance their professional and personal lives and resolve conflicts between work and other priorities. At the same time, requiring a degree of in-office time can help resolve issues of disengagement, burnout, and isolation that some fully remote workers grapple with. Hybrid work also allows nonprofits to prioritize the well-being of their staff to create a more loyal and engaged workforce; in addition, it’s a lower-cost benefit that budget-limited organizations can use to attract new talent.
Access to a Broader Talent Pool
Geographic constraints are diminished in a hybrid work environment, enabling nonprofits to tap into a more diverse talent pool and reach passionate potential team members across a wider geographic area.
While fully remote jobs offer the greatest flexibility in this respect, hybrid jobs that only require employees to commute once or twice a week can appeal to candidates who live outside a daily commuting distance. This increased access to skilled individuals can enhance the organization's capabilities and effectiveness.
Cost Savings and Resource Allocation
The hybrid model brings about cost efficiencies for nonprofits by reducing office space and facility expenses.
Perhaps your organization only requires employees to come in for weekly meetings or collaborative working sessions; in that case, permanent individual offices or cubicles can be replaced with meeting spaces or open-plan work areas.
These savings can be redirected toward supporting the organization's core mission and programs. Additionally, the flexibility of hybrid work as a lower-cost, high-impact benefit is an asset to budget-conscious nonprofits who prioritize employees through thoughtful, effective compensation and benefits.
Challenges for Nonprofits in the Hybrid Work Model
Maintaining Organizational Culture
Nonprofits often thrive on a strong sense of community and shared values. Maintaining this culture becomes challenging in a remote or hybrid work setting with limited physical interactions. While some roles readily lend themselves to remote work, others inherently require a physical presence, such as those involving direct community engagement or constituent services.
This may result in closer relationships within particular groups of employees, and care should be taken to prevent an us-and-them mentality from developing. Team building is an ongoing process for organizations with these kinds of splits. Time spent on-site should be used for bonding and working to keep staff on the same page, invested in each other and the organization. Maintaining culture is a large and important task with which managers, and even leadership, may need guidance.
Furthermore, the dichotomy between on-site, remote, or hybrid jobs amplifies the need for nuanced policies and practices tailored to different positions within an organization. An experienced HR consulting firm can assist in creating successful hybrid work strategies and supporting their implementation.
Communication and Collaboration Challenges
Effective communication becomes more crucial than ever in a hybrid work model—for the creation of a strong culture but also for doing the work of the organization itself.
Nonprofits must find innovative ways to foster collaboration and ensure that team members remain connected and engaged. This exciting challenge can drive organizational growth, but it also requires real effort and adaptability on the part of leadership and management. Striking a balance between enough communication and excessive meetings, messages, and touchpoints will take ongoing attention from management and a collaborative spirit throughout the organization.
Technology Gaps and Security Concerns
Nonprofits need to invest in robust technology infrastructure to support remote work. While remote-collaborative technology has grown by leaps and bounds in the past several years, work styles must still be adapted to these new platforms, and the learning curves and support needs of employees adopting new systems will vary.
Additionally, cybersecurity becomes a critical consideration to protect sensitive donor data and maintain the integrity of operations. IT departments must step up as critical partners to other teams across their organization, not only in developing and implementing nonprofits’ technology strategies but in providing timely, appropriate assistance to employees in and out of the office.
4 Strategies for Optimizing Hybrid Work in Nonprofits
To make the most of the hybrid work model, nonprofits can focus on the following strategies:
Implementing effective communication models. Utilize a combination of virtual communication tools to facilitate seamless collaboration and maintain open lines of communication.
Investing in technology and training. Prioritize technology investments and provide training to ensure that employees are equipped with the skills needed for successful remote work.
Prioritizing mental health and well-being. Incorporate initiatives that prioritize mental health, such as virtual wellness programs and flexible schedules, to support the overall well-being of nonprofit staff.
Balancing remote and in-person collaboration. Strive for a balance between remote work and in-person collaboration, recognizing the importance of face-to-face interactions for team cohesion.
The impact of hybrid work on nonprofit organizations is multifaceted, bringing both opportunities and challenges.
Successfully adopting a hybrid work model at your nonprofit may unearth areas for improvement or gaps in knowledge or strategy, posing challenges and opportunities for growth and innovation. By continuously evaluating and refining their approaches, nonprofit organizations can harness the benefits of hybrid work to further their missions and create lasting social impact.
Jill Krumholz, Managing Partner
Jill brings to RealHR Solutions experience as a business owner, executive search consultant and corporate HR professional. Throughout her career, she has had the ability to build strong relationships, identify client needs and help company’s find solutions. As a search professional she used these strengths to source and identify talent. Before joining RealHR, Jill was a Principal at Charleston Partners, a global executive search and talent advisory firm for Fortune 500 companies. She was also a Partner at Hayden Resource and previously founded her own search firm. Her prior HR experience includes retail and healthcare industry HR and operations. management positions. Jill holds a Masters in Industrial Social Work from Fordham University and a B.A. from CUNY City College. She is currently an active member of The Society of Human Resources Management nationally and locally.