To Work Remotely or Work Onsite — That is the Question

Credit unions nationwide are facing a difficult choice: As the COVID-19 situation evolves, should they keep their teams remote, bring them back onsite, or figure out a hybrid solution?

All of those options present advantages and disadvantages that should be considered during the decision-making process. When the pandemic forced many credit unions to close or significantly reduce their onsite operations, technology made it possible to adapt and continue serving members from afar. Of course, this created some initial hurdles, but over time, credit union employees gained the flexibility to manage their work in ways that fit both their specific needs and their organization’s mission. Now that people have been operating in this remote environment for months and have reimagined what work-life balance looks like, the option to continue working remotely is more appealing than ever.

So, what do you do when employees want to continue to work from anywhere, but you want to bring everyone back onsite?

Strategic Link partner DDJ Myers says there are some key considerations to take into account when deciding what’s right for your credit union, employees, and members:

  1. Review member and employee satisfaction scores to determine whether you need to adjust your vision, mission, and values to align with new needs. This also applies to any products and services that might need to be adjusted to fit the new environment.
  2. Determine whether staff can provide these services to members remotely, onsite, or in a hybrid environment.
  3. Upon completion, review the staffing levels and related competencies needed to meet customer demands. Match positions and staff who want or need to be onsite, remote, or some combination thereof. For example, John and Jane have similar roles, and both are excellent employees. John wants to work onsite, and Jane wants to work remotely. This is a great opportunity to work with both of them to identify which duties can be performed remotely or onsite and divide the work accordingly. Co-creating a schedule that works for them and for the business will build trust and commitment for all parties.
  4. Identify recruiting and retention efforts that could be impacted by these changes and proactively emphasize “stay programs” for critical positions and staff. At the same time, begin searches as needed and update training and development programs, including cross-training and on-the-job training.
  5. If you are leaning toward a remote work environment, identify what new leadership skills and capabilities will be needed to engage staff, strengthen relationships, and create a trusting environment, as pre-COVID-19 approaches might not be as effective.

While navigating this decision may seem overwhelming, being proactive and considering these factors before committing to any changes that will impact staff will go a long way in fostering trust among your teams.

If you have questions or need support, DDJ Myers can help. The Strategic Link partner specializes in preparing individuals, teams, and organizations for growth through strategic planning, organizational development, and succession planning.

For more information, visit the partner’s webpage online or contact the Strategic Link team to get connected.

Posted in Industry Insight, Strategic Link.