By PR Fueled
With the rise of hybrid and remote work options, maintaining a solid corporate culture is a challenge. Jeff Smith, former global head of human resources at BlackRock, believes that intentionality is key to success in this new paradigm.
“Culture is everything,” Smith says. “It is what you stand for, how you do work, what you are held accountable for, and how it feels to be somewhere.”
Hybrid Work and Corporate Culture
Recent research compiled by Zippia found that 74% of U.S. companies are using or planning to implement a permanent blend of remote and onsite work. This shift has deep implications for how organizations operate and how employees experience their work lives.
Smith acknowledges the benefits of this flexibility: “It shows trust and allows people to prioritize things in their lives in a way that makes most people feel good.” However, he also recognizes the challenges it presents, particularly when it comes to fostering a cohesive culture.
In a traditional office setting, culture often develops organically through daily interactions and shared experiences. The hybrid model disrupts this natural process, requiring a more deliberate approach.
“Don’t just let it happen,” Smith advises. “Talk about it; say it out loud. Then try to implement practices that create the culture you want.”
This intentionality extends to all aspects of the employee experience, from communication strategies to performance management. Smith emphasizes the need for clear expectations and accountability in a hybrid environment: “The No. 1 thing in all of this is getting the job done and being a strong performer.”
Leaders play a critical role in establishing the tone for organizational culture, perhaps even more so in a hybrid setting. Smith stresses the importance of visible commitment from the top: “I think the leaders have to believe it matters, or it is not likely to happen. And they need to show it in their words and actions.”
This commitment goes beyond mere lip service. Leaders must model the conduct they wish to see in their organizations and consistently reinforce cultural values through their actions and decisions.
Balancing Flexibility and Connection
One of the primary challenges of the hybrid model is striking the right balance between offering flexibility and maintaining sound connections among team members. Smith believes that while remote work provides important benefits, in-person interactions still hold significant value.
“Culture, to a degree, is easier to build in person,” he notes. “It is easier to have random moments of education or mentoring or coaching or ideation and innovation if people are walking the halls and interacting with each other.”
To address this, many organizations are adopting structured approaches to in-office time, requiring employees to be in-office on set days of the week while allowing flexibility on the other days.
In a hybrid environment, technology becomes a crucial tool for maintaining culture and connection. Smith emphasizes the need for exceptional HR technology “to make processes better and more efficient, for governance and risk management, and to help provide data and insight to make decisions.”
Companies are increasingly turning to digital platforms to facilitate collaboration and maintain a sense of community, establishing Slack or Microsoft Teams channels where remote and onsite employees can connect throughout the day.
Rethinking HR and Performance Management
The shift to hybrid work necessitates a reevaluation of how performance is measured and managed. Jeff Smith says HR teams should focus on outcomes rather than a physical presence in the office.
“Ideally, managers and organizations can be outcome-focused more than place-focused in terms of where work is done,” he says. This approach requires clear goal-setting and regular check-ins to ensure alignment and progress.
Smith sees human resources departments playing a pivotal role in architecting and implementing the strategies that will shape culture in a hybrid environment. It’s an opportunity for HR to elevate its strategic importance within organizations.
“I think HR is a business in its own right and literally enables every single thing that happens in a company,” he says. “Who you hire, creating performance standards, developing leaders, aligning incentives and compensation, and creating the right culture for the business to work and thrive.”
To meet this challenge, Smith advocates for investing in top HR talent and positioning HR as a vital strategic partner in the organization.
While the specifics may vary from one organization to another, the core principles remain clear communication, consistent leadership, thoughtful use of technology, and a relentless focus on outcomes and employee experience.
As Smith puts it, “Companies are not the same. One of the big differentiators is culture. Even if you don’t try, you will have a culture, so you might as well work hard to foster, nurture, and create the culture you want.”
Published by Stephanie M.
