A few months ago, most companies around the world were forced to make radical changes in the way they work. Many had to hastily implement the home office model – a major challenge for the HR, Facilities and Technology areas and an especially complex issue for leaders, who needed to review some management concepts and models to adapt to this new reality.

At the same time, employees strive to keep deliveries in a completely different format. Away from their teams, people are divided between corporate and domestic tasks, needing to coordinate work and family in the same environment. In addition, all the tension caused by the pandemic and its impacts on the economy generate a constant feeling of anxiety and uncertainty.

In general, every crisis causes evolution and growth in some way and this will be no different. We will see many permanent changes and a definite impact on the forms of management and work relationships. Undoubtedly, the distribution between face-to-face and remote work will be much more balanced. Many companies that were resistant to the home-office regime realized that the format works and has many benefits, so we will probably see this practice much more going forward.

This new scenario will require a differentiated repertoire of competencies. Some skills that were already important in the corporate environment are now essential.

Since the beginning of its operation, Dynalogic prioritizes work in the home office. We were born with this practice in our DNA, aiming at deliveries instead of work hours and giving greater empowerment to our employees. Most of our team is free to work from home, with occasional visits to customers. In our experience, we have seen that some competencies are fundamental to the success of this way of work:

• Resilience – It is necessary to recognize the challenges of change, especially when migrating to remote work environment. Some things will work well, others will go wrong, but that is okay. It is part of the adaptation to be willing to learn from mistakes and go through difficult times to reach a point of balance.
• Trust – This is a very important aspect of work relationships. Without the physical presence, management must really trust the team. Performance must be effectively measured by results and the agility and quality of work is much more important than the time that the employee is available to the company. For the manager, learning to trust is the biggest challenge. Employees need to understand that delivery is now their best tool for establishing and maintaining this trust and for their professional growth.
• Self-management – In a scenario of growing remote work, the home and professional environments become confused, the routine becomes flexible and the distractions are many. Knowing how to manage your day to deliver everything you need in a healthy and efficient way is a big challenge. “To-do lists”, applications, “planners”, software … there are numerous personal organization tools on the market, but it is essential to recognize the responsibility that comes with the flexibility of the home office. It is necessary to understand what helps, what hinders and truly take the control of own work management.

Yes, this is a big challenge. The near future will be a very different scenario than we were used to, with new demands from the market, companies, and employees.

At this time, we must use the volume of information available in the form of daily publications, podcasts, lives, lectures, among others, and prepare for what is to come. We can take advantage of the imposition of the home office to develop a new repertoire of skills and competences that will help us to navigate in this different world that awaits us. After all, as usually occurs in times of great change, those who better understand the new reality and manage to adapt will come out ahead.