When organisations began initiating return to office in 2022, many employees refused to give up the convenience of remote work. The hybrid model was seen as the perfect solution, offering to strike a balance between work-from-home and work-from-office models. However, while some employees thrive in a remote work setting, there are many who struggle with the isolation and lack of social interaction. The former are the solo workers, while the latter are the team players who cannot do without interacting with their colleagues physically.
This has led to the debate over whether solo performers are better off as remote workers while team players can work from the office.
Solo performers and remote work
Solo performers are those who work independently without much interaction with others. These individuals are often self-motivated and able to work without much supervision or direction. For them, remote work may be a good fit, as it allows them to work autonomously and follow their own schedule.
Amit Das, director – HR and CHRO, Bennett Coleman and Co. (Times of India Group), feels solo performers prefer to work and grow in primarily individual contributor career paths. The work done in these roles typically involves less complex collaboration with, and dependency on, other stakeholders. They are, therefore, well positioned to successfully reap the inherent benefits of remote working without compromising on productivity.
“Remote working offers solo performers greater flexibility in their ability to manage their time, their work environment, and their personal lives, thus allowing them to focus and be more productive at work,” according to Das.
“Remote working offers solo performers greater flexibility in their ability to manage their time, their work environment, and their personal lives, thus allowing them to focus and be more productive at work,”
Amit Das, director – HR and CHRO, Bennett Coleman and Co. (Times of India Group)
However, remote work can also be isolating for solo performers, who may miss the social interaction that comes with working in an office. They may also struggle with communication and collaboration as they are not physically present with their colleagues. This can lead to a lack of motivation and a feeling of disconnect from the rest of the organisation.
Team players and office work
Team players are those who work in collaboration with others, often relying on communication and teamwork to achieve their goals. These individuals thrive on social interaction and may struggle with remote work, as it limits their ability to interact with their colleagues.
Das rightly points out, “Team players prefer working in roles that are collaborative and high-touch in nature. They aspire to grow into managerial roles. The soft skills built by working in a professional environment are critical to successfully transitioning into these roles.”
Team players enjoy the camaraderie and networking opportunities that come with working from a physical office location, points out Das.
However, it may be difficult to focus on work due to distractions and interruptions from colleagues. Additionally, commuting can be a significant time and energy drain, which can lead to increased stress and decreased productivity.
Hybrid workplace and design
The hybrid workplace is an approach that combines elements of remote work and office work, allowing employees to work in the way that best suits their needs. This approach may be suitable for organisations that have a mix of solo performers and team players.
“This approach is not sustainable for building a cohesive team, as solo performers also need to work in a team environment to understand the team dynamics.”
Ranjit Singh Marwah, CHRO, Punjab Alkalies and Chemicals
Designing a hybrid workplace requires careful consideration of the needs of all employees. For solo performers, it may involve providing access to technology and resources that enable them to work remotely, as well as opportunities for social interaction and collaboration with colleagues when required. For team players, it may involve providing a collaborative workspace that encourages communication and teamwork while also providing opportunities for remote work when necessary.
Ranjit Singh Marwah, CHRO, Punjab Alkalies and Chemicals, disagrees with the notion that a hybrid workplace should be designed based on the idea that solo performers should work remotely and team players should work from the office.
He argues, “This approach is not sustainable for building a cohesive team, as solo performers also need to work in a team environment to understand the team dynamics.”
Therefore, it is not advisable to restrict solo performers to remote work while expecting them to work effectively in a team. He suggests embracing a different approach to ensure that all employees, whether solo performers or team players, can work collaboratively and effectively regardless of their work location.
Das, however, explains that a hybrid workplace design can possibly improve productivity for both solo performers and team players. The former can work from home, which can reduce their commute time and allow them to work in a comfortable environment. The latter can come into the office to collaborate and work together, which can increase their productivity by allowing them to bounce ideas off of each other and solve problems more quickly.
Further, he adds, “The hybrid model also reduces costs and offers employers a choice to determine the kind of roles that are flexible and to what extent. An efficiently-designed hybrid work environment, therefore, creates a win-win situation for all stakeholders.”
