The future of employment is hybrid. A hybrid working paradigm within the marketing industry can be successful if it provides flexibility, lowers employee burnout, and improves communication between on-site and remote personnel.
The COVID-19 pandemic helped to create a new world in which the trend of remote work emerged to address changing employee needs. Despite the obvious advantages of working remotely, many enterprises feel that at least some employees must be present some of the time. This is probably a contributing factor in the emergence of hybrid teams.
While this might help with work-life balance, marketing departments might not necessarily benefit from it. They are frequently already overburdened with lengthy approval procedures, misunderstandings, duplication of effort, and the potential for delayed deliverables. With marketing teams dispersed and operating remotely, these problems may exacerbate.
Hybrid marketing teams must be adaptable to survive in the demanding and competitive digital market. According to Deloitte’s 2021 Return to Workplaces survey, 68% of respondents said they intended to implement some sort of hybrid model as soon as freedom of movement was permitted. Hybrid work is here to stay.
Here are a few key practices for facilitating efficient communication on marketing teams that are geographically separated.
Fostering a sense of responsibility
Working closely with their staff and consistently offering assistance and mentoring are two ways that marketing managers can promote accountability. Keep in mind that managers should be aware of the duties and progress of their team members without coming across as aggressive or micromanaging.
Marketing managers should clearly define priorities, establish targets, and prioritize productivity while managing hybrid marketing teams. As a result, regardless of working hours, the marketing team can increase dedication and concentrate on accomplishing common objectives.
Be tenacious in the pursuit of efficient meeting facilitation techniques
When office team members are having side chats during a meeting, remote workers can become “lost” in the conversation. For those present, a meeting buzzing with concurrent conversations may feel productive and collaborative, but those participating by phone or video chat may find it nearly impossible to follow.
Marketing executives who head hybrid marketing teams must thoroughly prepare for efficient meeting facilitation. This entails going above and beyond conventional best practices, like adhering to an agenda and making sure that the following actions are properly summarized.
The person(s) on the phone or in a video chat are typically the hybrid meeting facilitator(s), as they are naturally constrained by not being able to see the entire room and are unable to interject into the discourse quickly.
Marketing managers should inform the hybrid marketing team that they are working in a “safe place” where they are allowed to share opinions without worrying about the impact on their careers.
When employees don’t come into the office every day, it’s simple to worry about their employment security. Uneasy employees are not productive employees. The hybrid marketing team feels safer and is more creative and productive when inclusion and trust are fostered.
Leaders should lay out expectations for communication, including openness and norms for teamwork for both in-person and remote participants. Feedback is equally vital because it enables the team to work more effectively as a whole and removes barriers to marketing and media initiatives.
Leaders should focus on demonstrating empathy and genuine concern for each team member’s well-being while also taking into account their personal aspirations. Remote employees could be concerned about missing out on casual office interactions, which might make them feel less appreciated. It is one of the “lift and shift” competencies that marketing managers need in order to work with both remote and physical staff.
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