In the post-pandemic landscape, flexible work arrangements have become a central topic in organizational management discussions. However, the Allen Institute in Seattle, Washington, has taken this a step further with its hyper-flexible approach. I recently conducted an interview with Petra Smith, the Executive Director of People & Culture at the Allen Institute, to gain insights into the benefits and challenges of their hyper-flexible work model.

A Tailored Approach to Flexibility

Petra Smith oversees a diverse team at the Allen Institute, including learning experience and development, core human resources, and diversity, equity, inclusion, and belonging (DEIB). When asked about their approach to flexible work, Smith explained that hyper-flexibility has been crucial for their organization.

“After the pandemic, we decided not to mandate a fixed in-office schedule. Instead, we left the decisions about the level of flexibility to individual teams and leaders to meet their business needs,” Smith said. This approach allows each team to design what works best for them, both in terms of their work and the individuals on the team.

Benefits of Hyper-Flexibility

Smith highlighted several significant benefits of their hyper-flexible approach:

• Customized Work Arrangements: By avoiding a one-size-fits-all model, the Allen Institute allows for customized work arrangements that cater to the specific needs of different teams and individuals. This flexibility can lead to greater buy-in from team members, as they feel their personal needs and circumstances are considered.
• Enhanced Engagement and Retention: Flexibility often results in happier team members, which translates to higher engagement levels. “Happier team members lead to better work and acceleration of our mission,” Smith noted. This, in turn, leads to longer retention and less turnover.
• Work-Life Balance: By allowing team members to meet their personal needs alongside their professional responsibilities, the Allen Institute hopes to foster a healthy work-life balance, further contributing to employee satisfaction and productivity.

Addressing Collaboration and Onboarding Challenges

However, implementing a hyper-flexible work model is not without its challenges. Smith acknowledged that maintaining effective collaboration, particularly in a hybrid environment, can be difficult. To address this, for her team,  Smith organizes an in-office day once a month, dedicated to all-staff meetings and other collaborative activities. “We ensure people don’t feel like they’re coming in just for a two-hour meeting,” Smith explained. This day is packed with engaging activities to encourage serendipitous interactions that foster creativity and innovation.

The Allen Institute has also implemented various strategies to make the workplace inviting and engaging. They run a bi-weekly seminar series called the Allen Hour, sometimes followed by a social hour, allowing employees to interact and engage in a relaxed setting. Additionally, they have physical spaces that encourage casual interactions with a cafe and coffee bar and host various social activities to build a strong sense of community.

Moreover, “our six affinity groups host a growing number of social, educational and cultural events that provide opportunities for learning and connection. This creates a more inclusive and welcoming environment,” Smith shared.

Managing teams in a hyper-flexible environment requires a unique set of skills. Smith emphasized the importance of training and resources for leaders to navigate this landscape effectively. The Allen Institute offers a learning series for new managers and leaders, equipping them with the tools they need to manage hybrid teams successfully.

“We provide guidelines, workflows, and prompts to help leaders manage performance, productivity, and individual needs effectively. Our People & Culture business partners also connect with leaders regularly to offer support,” Smith elaborated.

Mentoring and Onboarding in a Hybrid World

Mentoring and onboarding new employees can be challenging in a hyper-flexible environment. The Allen Institute has developed several initiatives to address this. They conduct an onsite orientation for new employees, followed by a week-long onboarding program that includes significant in-person interactions.

While they don’t have a formal mentoring program beyond their internship and post-baccalaureate programs, they are looking to expand mentoring opportunities across the organization. “We have cohorts for new employees, especially those joining from different parts of the world, to help them build connections and integrate into our community,” Smith said. Smith and I had an extensive discussion on how to set up an effective mentoring program based on my experience helping clients figure out their flexible work models, and she found the insights I had to share beneficial for her work.

The Future of Hyper-Flexible Work at The Allen Institute

Looking ahead, Smith is optimistic about the future of hyper-flexible work at the Allen Institute. She believes that as leaders become more adept at managing hybrid teams, the institute will continue to thrive under this model.

“Our goal is to make the workplace a place where people want to come, rather than enforcing any mandates. This approach will remain a part of our culture and fabric,” Smith concluded.

The Allen Institute’s hyper-flexible work model provides a compelling example of how organizations can adapt to the changing landscape of work. By prioritizing individual and team needs, fostering a strong sense of community, and equipping leaders with the necessary skills, the institute has created an environment where flexibility enhances both employee satisfaction and organizational performance. As more organizations look to navigate the complexities of hybrid work, the insights from Petra Smith and the Allen Institute offer valuable lessons on the benefits of hyper-flexibility.

Key Take-Away

The Allen Institute’s hyper-flexible work model prioritizes tailored flexibility, employee well-being, and team autonomy. It enhances engagement, retention, and work-life balance, while fostering collaboration through strategic in-person activities and strong leadership support…>Click to tweet

Image credit: Vlada Karpovich/pexels

Originally published in Disaster Avoidance Experts

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Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Thought Leaders and Content Creators: Unlocking the Potential of Generative AI for Innovative and Effective Content Creation. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.