Elderly Motivation for workers, savings in travel times, greater productivity These are some of the results that several companies see in the hybrid mode of work. This modality, partly face-to-face and partly virtual or teleworking, is gaining followers among Ecuadorian companies. After having experienced a period of almost total teleworking due to the pandemic, several companies are now betting on having “the best of both worlds”.
Or at least that’s how he describes it María Sol Paladines, Human Talent Manager at Seguros Equinoccial. She explains that for this insurer it is not necessary to fully return to face-to-face. Rather, four work archetypes have been created that are adopted by the workers, to the extent that they accommodate the roles that each of them fulfills.
Among them are: total home work; another with 50% work at home and another 50% face-to-face; mobile work that can be 50% on the street and 50% at home, and the fourth with 100% face-to-face work. It all depends: if, for example, a worker has to attend to the public that comes to the office or if he has cleaning work, he must surely be in person all the time. But if a worker is from the commercial area, the virtual part can be done from home or from the remote place where she is.
This company had already ventured into hybrid work five years ago, with working mothers or people with a health problem or students. Now, they have approved that the workers who work in the hybrid modality can be in person from 8 to 10 days a month. They can coordinate it with the bosses so that they stay at home, for example, when there is a peak and plaque or when they have family issues. However, when they are in person, they try to ensure that the other workers also coincide, in order to create an atmosphere of camaraderie, creative construction, that is, team work.
This process can be developed if there is an environment of trust, clear objectives that are translated into deliverable products. For Paladines, a process like this generates a feeling of belonging in the worker, personal and family well-being, reduces travel times; and, when they are in the office, processes of creativity and interaction are generated.
Additionally, initiatives have been generated to disconnect from the schedule. For example, agenda blocks are placed so that there is no interruption during lunch. Regarding financial results, he says that in 2022 the budget was 105% fulfilled. Which is a very positive indicator.
The Movistar telephone company was also one of the first to apply teleworking in Ecuador, long before the pandemic. At that time, his goal was to boost employee productivity and motivation: “we understood that by further strengthening the balance between your personal and work life, it would increase their commitment to the company, since they would value the confidence that was given to them in terms of their autonomy and responsibility”, indicates Movistar. During the pandemic, these forecasts came true.
In addition, it ensures that the worker from home can be even more productive and efficient, since it focuses on carrying out tasks that tend to be left behind, due to the situation of the office, such as constant meetings or other activities. Added to this is a significant saving in transfer times.
Movistar points out that beyond the fact that the global health crisis is already more controlled, in all the countries of Telefónica Hispam (including Ecuador) they will continue to maintain, over time, a hybrid work modelwith face-to-face days and others in home office.
Currently, in Ecuador, the worker chooses his two days from home. This applies to 95% of the country’s workers, and only exempts those who, due to the nature of their duties, cannot work from home, such as those who provide service in stores or visit/check the telecommunications network.
For the company there is a win win. The motivation of workers (which directly affects their productivity) is very high. She also retains talent, including the millennial. It also meets and even exceeds its business objectives; and the environment also wins, since just one day a week that the collaborator does not go to the office implies a saving of 283 kg of CO2eq per year, per person.
Currently, says Movistar, hyperconnectivity and digital disconnection are challenges for work environments that, for the most part, had to evolve much faster in their digital transformation. For this reason, work is being done on leadership programs for the management of hybrid teams and disconnection from working hours. Added to this are various initiatives disconnection with working hoursthe same home office (twice a week) and Friday afternoon free.
MeanwhileAngélica Moreno, General Manager of Shift Porter Novelli Ecuador, strategic communication agency part of Grupo Garnier, explains that in his company they apply the hybrid model. In this way, human talent attends the office one day a week and teleworks the following days. The company maintains this methodology under a global vision that is also replicated in other of its agencies throughout the region.
Moreno comments that in the case of the communication industry, a high level of commitment and teamwork is required, therefore, productivity is measured according to the fulfillment of objectives and indicators. The hours are from 09:00 to 18:00, but with an hour for lunch. “We give 100% freedom to collaborators, however, the policy of notifying in case of having a particular issue during working hours is maintained. With this, the team provides support in moments of disconnection”.
Vanessa Velásquez, an expert in labor matters and executive president of Laborlex, explains that the figure of emerging teleworking was little known and little used before the pandemic. As of the pandemic, it was structured as occasional teleworking. He considers that this figure can be very useful, both for companies and for workers, but for this the rules must be very clear.
But he considers that the Ministry of Labor has not contributed to it. Although in December the Ministry issued Agreement MDT-2022-237 to regulate the issue, he maintains that it does not contain the clear rules necessary for both parties.
“What happens if someone at home is working, gets up from their workplace, which must be duly checked to meet ergonomic and lighting standards, goes to the kitchen and burns their hand? This can be considered a work accident or not? These types of issues are not regulated ”, he says.
He explains that the right to disconnect is not well regulated either. In the standard it says that it must be guaranteed up to 12 hours of disconnection, which would imply that the other 12 hours of the day could be connected. This is unreal because the worker must have 8 hours of work, and if he had to extend the day to 12, he can only do it three times a week, he indicates. It is also planned that trusted people do not have the possibility of the right to disconnect, which is not correct either, he assures.
In any case, he recognizes that this figure has positive points such as more time at home, saves childcare resources, there is more productivity because there are no breaks or distractions between colleagues. There is no waste of time in traffic and even low traffic at rush hour. (YO)
Source: Eluniverso
Alia is a professional author and journalist, working at 247 news agency. She writes on various topics from economy news to general interest pieces, providing readers with relevant and informative content. With years of experience, she brings a unique perspective and in-depth analysis to her work.
