The Missing Pieces of Hybrid Work Technology

Even while many businesses have adopted a hybrid work paradigm for their staff, many have not completely adopted the technology that may support employees’ productivity, creativity, and inspiration both within and outside of the office. According to a recent report by the real estate technology company JLL Technologies, 55% of office-based employees now have a mixed work schedule. Still, only four out of the 15 technologies that were suggested for use in addressing the transition to hybrid work have been implemented by organizations on average.

According to JLL’s “Technology and Innovation in the Hybrid Age” report, companies should think about providing their staff with the following “anchor technologies” in a hybrid work environment. These technologies include a variety of topics, such as digital connection, touchless access, data warehousing, workplace experience, and remote working.

The survey also discovered that the top tools most businesses use to promote hybrid work are workplace experience applications (36%), in-office collaboration technology (40%) and remote working technology (47%).

What it means for HR leaders

Transformative thinking is necessary to develop a fruitful hybrid work style, according to Eddy Wagoner, chief information officer for JLL. HR also has a part to play.


According to him, “HR has to be actively involved and working in collaboration with IT, facilities, and—most importantly—employees to design the customized solutions that work for their business aspirations and solve the demands that the hybrid era will need.”


A more connected culture, increased productivity, and employee retention may all be supported by the use of the proper technology and intelligently planned workspaces.


Hybrid work is intrinsically tech-enabled, and workplace technology adoption is quickly shifting from a reactive to a forward-looking approach, according to him. Wagoner cautions, however, that technologists who help HR directors and leaders in the field should not just think about implementing new technologies for hybrid work.


According to him, “HR directors have a strategic role to play in ensuring that IT training and adoption coincides with long-term company goals [while also] establishing a culture of innovation.” They play a crucial role in selecting the top transformative talent needed to lead in a hybrid workplace, managing current staff upskilling, and assisting workers in the transition to the organization’s new hybrid strategy.


Despite this, Wagoner argues that at this stage in the development of the hybrid workplace, HR professionals shouldn’t be expected to have many of the solutions.


He adds that this will “allow organisational resiliency when future workplace and employee requirements arise.” “They will have plenty of strategic issues that will drive success in developing a hybrid-age workplace with the correct technology to fulfil current demands of the workforce,” he says.

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