In a session on ‘Rethinking Work Models: Assessing the Viability of Remote and Return-to-Office (RTO) Strategies in the Modern Workforce’ at the World Human Resource Congress 2024 (WHRC), Jaber Al Ajmi, Talent and Cognitive Capabilities Development Director at the Ministry of Culture, Kingdom of Saudi Arabia, shared his perspectives on the Middle East’s readiness for modern workplace practices, including flexible arrangements, remote, hybrid, and in-office setups.

The session was moderated by Renata Janini Dohmen, Regional Head of People Function - Maersk APAC, and included JP Orbeta, Chief Administrative Officer & CHRO at Ayala Group, and Chan Wing Git, Director & HRBP Head at Fairprice Group, among the key speakers.

Setting the context for the session, moderator Renata said, “Globally, we are seeing different work models, including flexible work arrangements, fully remote work, hybrid models, and fully in-office or on-site setups like warehouses or stores. Additionally, there are variations in work schedules, such as different start and end times, compressed workweeks, and job sharing.”

Understanding the numerous dimensions and considerations involved in these new work models from each region, she sought insights from Jaber on different work models in KSA.

Dimensions and Considerations for new-age work models in KSA

Jaber resonated with Orbeta’s insights, who discussed the need for tailored work models that avoid trends and focus on what makes sense for the business. He also emphasised industry-specific needs, work flexibility, and questioned the necessity of office attendance in creating a valuable office environment. He underscored the need to balance flexibility, especially in retail and frontline roles, while ensuring operational needs and employee security are met.

Jaber said, “Every organisation eventually decided to go with the remote work option. There are a few key aspects to consider. One is - understanding roles and responsibilities to determine which jobs require working from the office and which can be done remotely. Another important aspect is - the IT infrastructure. It's crucial to ensure that the company's IT setup can support remote work, especially regarding cybersecurity and data protection. Additionally, having a performance management tool in place is essential for assessing and managing the performance of remote workers.” Sharing an incident he explained, “I remember getting a call from one of our clients who said, ‘We've announced that we're moving to remote work, and all the employees are happy. But now we're in trouble because our IT infrastructure can't handle it. We have to bring everyone back to the office.’ They could have avoided this embarrassment by ensuring they had a suitable IT infrastructure in place from the beginning. So, it's really important to make sure all these aspects are covered to smoothly transition to remote work.”

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How can you build a new culture and create a sense of connection and belonging in a fully remote work model?

When questioned, “How can you build a new culture and create a sense of connection and belonging in a fully remote work model?” Jaber answered, “I think communication is crucial, both in terms of overcoming challenges and maintaining engagement. As an organisation, establishing effective communication channels ensures that employees stay connected and engaged, regardless of their work location. Incorporating regular team-building activities, even when working remotely, helps maintain a strong connection between employees and the company. Effective communication and engagement are the cornerstones of successfully implementing a fully remote work environment.”

How do we build the capabilities of employees who are working remotely?

On the topic of building capabilities while ensuring team members are hopeful and motivated in new work models, Jaber shared, “As an employee, you will have very clear KPIs and expectations from the company before you start working remotely. You'll also have multiple communication channels with your peers and management, ensuring they are always available whenever you need them. This support will definitely give you the motivation you need to execute the tasks assigned to you.

Now, how do we build the capabilities of employees who are working remotely? This brings us back to the previous point about responsibilities and the skills needed for each task. We need a clear list of required skills and an understanding of any capability gaps that might affect performance when employees start working remotely. Identifying these gaps will help our organisation develop a robust employee development plan. This plan should be in place before making the decision to allow remote work. It’s a lengthy process but necessary for ensuring that both the organisation and employees are set up for success when transitioning to remote work. Additionally, we need the right tools and processes in place to ensure that employees continue to be engaged and continue to learn and build capabilities for the future.”

How do we overcome resistance to new work models? How have you broken resistance to adopting a new way of thinking?

“Some employees may find remote work logistically challenging or personally incompatible. Understanding these reasons and addressing them on a personal level for each employee can help management provide the necessary support and make the appropriate arrangements. This personalised approach will facilitate the transition to new work models and help break down resistance,” answered Jaber. 

Sharing key takeaways from the session, Jaber said, “Working remotely is not a necessity for everyone. It depends on the organisation’s operations and the nature of the tasks assigned to employees. Additionally, working remotely is no longer just an option; it has become the new reality.”

Learning from the insights of Jaber, Oberta, and Chan Wing, it became clear that there is no one-size-fits-all approach. Successful strategies require careful consideration of factors such as company culture, employee needs, impact of flexibile work, and the nature of the work itself.

People Matters is also conducting the 'State of HR Industry 2024' research across Asia Pacific and the Middle East. The survey aims to decode trends and offer deep insights into the evolving HR technology market, addressing the uncertainty of tech usage. To participate and share your invaluable perspectives, take this 5-min survey here.