Summary.
If your goal is to bring people together in real life at work — sometimes, all the time, or anytime — you need to design a day employees won’t want to miss. At the very least, it’s critical to be intentional about how you plan your company’s days in the office, not only to add incentive, but also to make it worth your employees’ and your company’s time. The author recounts her experience working with a company to design in-person, monthly “Superdays” and presents three elements of a successful on-site.
Remember off-sites? Those once-a-year — maybe once-a-quarter — get togethers where we gathered for deep-dive strategy work, bonded on ropes courses, binged on professional development, and just hung out and got to know our colleagues and customers? While these gatherings used to be something to look forward to, these days, many employees don’t want to come into the office, let alone to an off-site.
If your goal is to bring people together in real life at work — sometimes, all the time, or anytime — you need to design a day employees won’t want to miss. At the very least, it’s critical to be intentional about how you plan your company’s days in the office, not only to add incentive, but also to make it worth your employees’ and your company’s time.
Since the early days of the pandemic, I’ve been partnering with CEOs and senior HR leaders to help them manage and even thrive during these turbulent times. As offices have slowly reopened, some leaders have asked me to help them design intentional “on-sites” (in-person days) to bring their teams together in new and impactful ways in a hybrid environment.
Reuben Daniels, managing partner of EA Markets, agreed to allow me to share the details of our work together when I was hired to help the company design their in-person, monthly “Superdays.” The details of this one case study can help guide leaders of companies of any industry or size to make the best use of their resources as they create in-person experiences with an ROE — return on engagement — in mind.
Complete Article at HBR
