Date of Submission

7-29-2024

Document Type

DiP

Degree

Doctor of Education

Department

Education

Keywords

Hybrid Team, Leadership, Teamwork, Service Model, Flexibility, Complexity

Abstract

Following the end of the public health emergency of COVID-19, workplaces began to navigate the need to provide flexibility for employees who valued its positive effects on well-being and productivity. In hopes of retaining employees, many colleges developed policies and procedures for flexible work arrangements, including remote and hybrid work arrangements, whilst attempting to maintain in-person support needs. Workplace leaders are often torn between balancing employee flexibility and campus partners' expectations, and they face complexities such as manager bias and inconsistent policy application. This emerging paradigm of hybrid teams is challenging to implement due to the newness of policies and frameworks and the intersection of the underlying organizational culture. This Dissertation-in-Practice examines balancing these tensions by developing a responsive service model within a British Columbian college's Learning Services (LS) department. By establishing a department culture of teamwork and collaboration, I will help LS to increase responsiveness by understanding their campus partners' expectations while working towards a proactive adjustment of flexible work models that balance the needs of employees and campus partners. The desired state is an environment where LS employees work together across subdepartment boundaries, utilize digital tools for teamwork and communication, and discuss flexible work with their supervisors and teammates. Employees will consider how flexibility requests impact service models, verify their assumptions through data from campus partners, and be empowered to adjust their work-from-home schedules accordingly. This solution intends to benefit the organization by building a stronger workplace culture and service models while retaining satisfied employees.

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