Modifying Human Resource Strategies for a Hybrid Workplace in Sri Lanka

Like the rest of the world, Sri Lankan companies are grappling with a major change in how and where employees work. Hybrid work, a combination of remote and on-site working, is not only a logistical change but also a shift in the way we view satisfaction, productivity, and well-being. This transition opens up new possibilities to solve the specific challenges and needs of the workforce in Sri Lanka. Flexibility is a major ask of employees today, and organizations around the world are coming to understand that accommodating this demand serves not just to improve morale but to improve productivity and loyalty.

Theoretical frameworks informing hybrid HR strategies

1.   Job Demands-Resources (JD-R) Model: This model, familiar in HR, describes that all jobs have demands (e.g., volume of work) and resources (e.g., support and autonomy). Flexibility, an essential job resource, can be derived from hybrid work, which can further assist employees in maintaining an equilibrium between the conflicting job demands and also curtail the incidences of worker burnout.

2.    Social Exchange Theory (SET): According to SET, employees are more engaged and loyal to their employers when they feel that their employers actually care. Trust and good faith from employers with hybrid work help cement loyalty and improve engagement by understanding employee’s needs outside of work.

3.  Self-Determination Theory (SDT): On the basis of the self-determination theory, having autonomy, competencies, and social bonds is part of what makes people tick. Hybrid work empowers employees by giving them a greater sense of control regarding when and where work takes place.

How to implement the hybrid work model in Sri Lanka

1.      Flexible work policies

        In hybrid work, flexibility is key. Encouraging people to work from home on certain days is a step that other corporate organizations are also taking and has made Dialog Axiata a leader in this aspect, along with their employees that are now allowed to select specific days to work from home. Adopting similar policies can assist enterprises in enabling their staff to feel valued and supported (Dialog Axiata, 2022).

2.         Revised performance metrics

Old metrics—invariably reflective of the number of hours spent in office—are getting replaced by measures of output. Example: In Virtusa Sri Lanka, workers are only assessed based on results rather than presence in the office, and a culture of trust and accountability has developed. (Virtusa, 2022).

3.         Encouraging digital competencies and resources

No technology can support hybrid work if it is inept. John Keels Holdings has as well invested in collaboration platforms as well as digital training to enable employees to stay connected right from the office or when they are working remotely. (John Keells, 2023).

4.         Creating a culture that is both communicative and inclusive

    A key hurdle with hybrid work is connecting everyone. To address this, MAS Holdings has been conducting regular “wellness checks” and virtual team-building activities, such that every team member, whether on-site or working remotely, is included. (MAS Holdings, 2023).

5.         Promoting mental health and wellbeing

Hybrid work can blur boundaries between work and home, leading to burnout. Implementing wellness initiatives, such as providing virtual counselling and mindfulness sessions within the workplace to promote mental wellbeing, has become an added focus as well, as is evident from the approach taken by Unilever Sri Lanka in their initiative to aid employees with stress management. (Unilever, 2022).

The new Sri Lanka: Why hybrid work strategies work

1.         Higher employee satisfaction

When an employee can control their time through flexibility, it increases morale and loyalty. That all relates to the fact that employees love working part-time from home, and Harvey knows a thing or two about how happiness relates directly to productivity.

2.         Increased productivity and Lower risk of burnout

Allowing employees the option to shorten their commutes as well as work as needed provides individuals the opportunity to better control their energy, which can help reduce burnout and increase productivity. So if we provide good hybrid work arrangements, research shows, fatigue can be considerably less.

3.         Access to larger teams of talent

    While hybrid work offers talent opportunities beyond urban centers in Sri Lanka, this allows companies to choose from a wider set of skills as well as backgrounds to enrich their workforce.

Conclusion

In Sri Lanka, hybrid work is not a trend but an opportunity for organizations to foster a flexible, inclusive, and more productive workplace. Sri Lankan companies will need to amend HR strategies for the new way of working by focusing on results rather than efforts, digital skills, wellness, and inclusivity. Businesses that adopt the hybrid model and provide maximum employee satisfaction are cordially welcomed to retain the best talent in the market, making them strong market leaders.

References

·         Dialog Axiata. (2022). Annual Report.

·         John Keells Holdings. (2023). Annual Report.

·         MAS Holdings. (2023). Sustainability Report.

·         Unilever Sri Lanka. (2022). Annual Report.

·         Virtusa. (2022). Annual Report.