We recently hosted a powerful discussion on “WORK 3.0: Re-Imagining Leadership in a Hybrid World.” The event, held in partnership with the Center for Creative Leadership (CCL), brought together experienced HR leaders from industries as varied as real estate, banking and financial services, utilities, luxury retail, insurance, consumer goods and manufacturing.
Our first HR leader roundtable in Hong Kong after the pandemic featured an engaged panel, lively group discussions and interactive workshops conducted by CCL. We discussed critical aspects of the evolving work landscape, particularly the rise of hybrid work models and shifting employee expectations that have reshaped how we work. We agreed that organisations must urgently adapt and reassess their strategies for hybrid work. We also explored innovative approaches and solutions for the challenges at hand to redefine hybrid work models.
Some of our key takeaways from this session:
1. The Role of Leaders in a Hybrid Work Environment
We discussed how leaders can navigate the challenges of a hybrid work environment and cultivate adaptability, open communication, and empathy to promote a thriving workforce. Understanding employees’ evolving expectations and providing them with a voice is crucial for leadership in Work 3.0. By actively listening to and addressing their concerns constructively, leaders can create a supportive and inclusive work culture promoting hybrid work.
2. Prioritising Employee Well-being and Work-Life Balance
Several HR leaders emphasised the importance of employee well-being and work-life balance when adopting a hybrid work model. Organisations can create a work environment that supports healthy work-life integration and enhances work-life balance by prioritising employee well-being. It is essential to recognise and accommodate various employee needs, provide flexibility as a two-way arrangement, and maintain transparency through clear guidelines and policies.
3. Linking HR Initiatives to Business Goals and Ensuring Accountability
We also discussed the significance of linking HR initiatives to business goals and providing data-driven insights. Work 3.0 cannot be solely an HR initiative; it must be driven by the business as a whole. Managers and business leaders must take individual responsibility for productivity while acquiring the necessary skills to support their teams in this new work landscape. Accountability should be a shared responsibility between HR, business, and managers, requiring collaborative efforts to align teams, set relevant policies, and ensure work-life effectiveness.
4. Exploring Innovation for Work 3.0
Apart from adapting “traditional” hybrid work models, we explored other initiatives to enhance the experience of hybrid work, including designated group days, combining different work approaches, and implementing clear definitions and guidelines for flexibility. By deploying innovative strategies and maintaining relevance to employees, organisations can create a work environment that fosters the success and well-being of people.
Navigating the complexities of Work 3.0 requires re-imagining leadership and embracing an agile and inclusive approach. By adapting to the hybrid work environment, fostering open communication, and aligning HR initiatives with business goals, organisations can create an environment that promotes productivity, engagement, and well-being simultaneously.
We thank all the HR leaders who generously shared their valuable experiences. A special thank you to our co-hosts, panellists, and facilitators, including Daphne Choi, VP Human Resources APAC at Estée Lauder; Helena Shen, CHRO APAC at TK Elevator; Mukta Arya, CHRO APAC at Société Générale; Gitanjali Kumar, Regional Head of Learning and Talent Development at HSBC; and Diana Khaitova and Chris Zintel from the Center for Creative Leadership. Thank you all for your participation and contribution.
Stay tuned for updates on our upcoming sessions in Brisbane, Dusseldorf, Frankfurt, Hong Kong, London, Mumbai, Osaka, Singapore and Taipei.