Looking Forward: Toward a New Normal – Office of the Ombudsperson 2021 Annual Report

Looking Forward:

While things seemed to improve significantly, 2021 was not very different from the previous year, and the pandemic remained a concern for us all. Throughout the year, people continued to work from home even as workplaces began opening back up and encouraging a gradual return to the office in light of improved conditions.

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However, between vaccination, health concerns, and divergent views regarding working from home, a return to the office does not seem to impact everyone equally. Hence, a one-size-fits-all solution is not possible.

It goes without saying that the pandemic has transformed the workplace, or that it will no longer be possible to work as we did in the past. That said, despite the merits of work-from-home, certain activities and jobs cannot be carried out effectively—or at all—entirely remotely. Furthermore, there is undeniable value in building interpersonal connections through face-to-face interaction that is not easily achievable in remote meetings. For now, the hybrid model will be “the new norm” at ADB.

To create a sustainable hybrid future, organizations face the challenge of deciding what their “new normal” will look like after the pandemic. Under ADB’s proposed approach to a hybrid work model, staff will perform their work at the workplace part of the time, and remotely part of the time. They will be allowed to alternate between working from home for about 2 days a week and report to their duty station during the rest of the week. The approach is centered on employee wellness. It is expected that this level of flexibility will allow staff to achieve work–life balance, experience reduced stress, and maintain performance expectations. The policy’s objective is to instill a work environment that supports the ADB community in balancing the demands of their professional and personal lives.

Our 2021 case data show that the most significant number of concerns raised revolved around work-related stress and work–life balance. While remote work was challenging at varying degrees for everyone, it was especially so for managers and supervisors. This tier of management may continue to face a steep learning curve as they now begin to steer through a hybrid environment. It is hard to be prescriptive, given the many different and complex dynamics at play.

So, our only further recommendations for supervisors and managers in this new context are to take stock of the changes created by the pandemic, reflect on practices that worked best, and decide what to modify and what to do away with.

Depending on the nature of work and the context, managers and supervisors may also find it necessary to review the understanding of “productivity” to include allowing team members the flexibility to work from wherever they are most productive. For some, this may mean remaining in their home.

The ADB hybrid policy provides a structured foundation to guide our future approach. However, it may need to adapt in the face of unforeseen hiccups as we move toward full office reoccupancy.

The key to a successful return to the office will be flexibility, increased agility to respond to any new challenges as employees navigate the new hybrid environment, and taking it slow.

OFFICE OF THE OMBUDSPERSON ANNUAL REPORT 2021