Can you really do hybrid work in a biotech company? After all, some people have to be on-site to do research and manufacturing. Well, you’ll be surprised by how effective a hybrid model can be in a context where some staff have to be on site, as I tell the 5-10 leaders I speak to every month in manufacturing, healthcare, biotech, and utilities, and other industries. I recently had the opportunity to interview Tiffany Summerville, Global VP and Head of HR at Sherlock Biosciences, a global biotech company with headquarters in the Boston area, and employees in New York, New Jersey, Maine, New Hampshire, Wisconsin, California, Oregon, Florida, and the UK. Our conversation offered valuable insights into the benefits, challenges, and strategies associated with hybrid work models in contexts where some staff have to be on site.
Understanding Sherlock Biosciences’s Hybrid Approach
Sherlock Biosciences stands as a beacon in the biotech industry, demonstrating that hybrid work models can indeed be implemented successfully even when some roles demand on-site presence. Their approach is rooted in flexibility, allowing employees the autonomy to choose their work environment based on the nature of their tasks. For instance, while a scientist might need to be in the lab for specific experiments, data analysis or report writing can be done remotely.
One of the standout advantages of Sherlock Bioscience’s hybrid model is its appeal in the talent market. By offering remote work options, the company has effectively widened its recruitment net, tapping into talent reservoirs beyond their immediate geographical locations. This is especially crucial in the biotech sector, where specialized skills might be scattered across regions.
Moreover, the psychological benefits of this model are undeniable. Employees no longer feel the pressure to commute daily or relocate, leading to reduced stress and improved mental well-being. Summerville’s observation that productivity and satisfaction increase when employees have control over their work environment underscores this point.
Bridging the On-site and Remote Divide
However, the path to hybrid work nirvana isn’t without its bumps. A significant challenge faced by Sherlock Bioscience was the inadvertent creation of two distinct cultures: the on-site employees and the remote workers. This division can lead to feelings of isolation or perceptions of favoritism.
Sherlock Bioscience’s solution was both innovative and inclusive. By organizing team-building activities that catered to both groups and promoting programs that bridged the physical divide, they fostered a sense of unity and camaraderie. This approach not only alleviated feelings of separation but also promoted a cohesive company culture.
Managerial Disparities and the Path Forward
Another hurdle in the hybrid journey is the varying managerial perspectives on remote work. While some managers advocate for on-site presence, believing it fosters better team dynamics, others champion the benefits of remote work. Summerville’s approach to this challenge is rooted in empowerment and dialogue. By ensuring that managers are equipped with the tools and training to handle hybrid teams and fostering open communication, discrepancies can be minimized.
Perhaps one of the most nuanced aspects of hybrid work in biotech is the mentoring and training process. The spontaneous interactions that often lead to learning moments in a traditional setting are absent in a fully remote remote environment. Recognizing this, Summerville champions a proactive approach. Regular check-ins, focused development sessions, and cross-functional training ensure that no employee feels left behind in their growth journey.
As our world continues to change, so too will our work models. Summerville’s vision for the future is one where the lines between on-site and remote work blur, replaced by a focus on connectivity and relationship-building. By providing opportunities for face-to-face interactions and ensuring that the vibrancy of on-site brainstorming sessions is replicated in remote settings, companies can harness the best of both worlds.
Conclusion
In the grand tapestry of work, hybrid models are but one pattern. Yet, as demonstrated by Sherlock Bioscience and illuminated by Tiffany Summerville, they hold immense potential. With intentionality, innovation, and inclusivity, biotech companies can navigate the challenges and reap the rewards of this new frontier.
Read the full article here
