Events of recent years have posed big challenges to the structure of work. Since the beginning of the Covid-19 pandemic and the rapid shift to—and now from—remote work, organizations are feeling the pressure to respond and adapt. As team member interactions continue to change and evolve, fostering a supportive and inclusive organizational culture becomes even more important. 

Virtual and hybrid environments present both benefits and challenges for organizations. One key challenge is creating and maintaining organizational culture that is tailored for virtual and hybrid situations. Having an inclusive and supportive culture can help lessen the adverse effects of working online such as miscommunication, a lack of engagement, or feelings of isolation. As a recent graduate and an intern working with the Centre for Employment Innovation this summer, remote spaces have been a staple of my educational experience. I started my undergrad in 2020 and experienced first-hand all the trials and tribulations of my professors and university administrators learning how to navigate online communication and deliver courses through remote and hybrid channels. Four years later, I am curious about the lasting impacts of the moves to and from virtual and hybrid environments. In this series of blog posts, I am taking a deeper look into remote and hybrid spaces, and how they can be more welcoming, supportive, and inclusive. This first post focuses on organizational culture. 

An organization’s culture is unique. It is the collection of values, beliefs, and behaviours of the organization. These values, beliefs, and behaviours create a shared image and guide the practices of team members. Within a supportive and clear organizational culture, teams have the tools for problem-solving, collaboration, and co-creation. It is the organizational culture that gives organizations their identity, purpose, and sense of community.   

Organizational culture is influenced by factors from both inside and outside of the organization. Within organizations, culture can be influenced by practices that are intentionally defined as well as by practices that show up more informally. Take collaboration, for example. An organization that encourages collaboration will have a more collaborative culture. Regardless of whether this emphasis on collaboration is written down or demonstrated by leadership, the organizational culture will reflect this value. Looking externally, restrictions are another example of what might impact the organization’s makeup, and therefore it’s culture. Government mandates or external conditions, for example, will have influence over the organization’s culture. The organization’s history is also deeply influential. Past efforts, both recent and distant, affect the ways those within and outside of the organization feel about the organization. Feelings of pride, appreciation, and community can seep into the culture help team members feel connected to their organization. The more connected they feel, the greater their productivity and well-being will be.   

Virtual and hybrid environments are not new. Many organizations and teams were already working remotely before the pandemic. Others adapted to the pandemic by changing their operational set up, and discovered the many opportunities that come along with virtual or hybrid work: greater cost-savings, better employee well-being, improved productivity, greater flexibility, more diversity in their teams, greater innovation, and so much more.   

Virtual and hybrid environments also present unique challenges to organizations. The lack of in-person interactions limits team member socialization. This can complicate communication and risk feelings of isolation amongst team members. Working remotely can be beneficial for some, however, not everyone thrives in the same environments and with (or without) the same supports. An inclusive and communication-oriented organizational culture can help to bridge this gap to make sure team members feel as supported as possible.   

Important areas for a supportive organizational culture include: technology, onboarding, and social supports.  

An organization’s tech set up is very important. It is not, however, the only factor. Awareness, education, and supports can help to make sure technology is used to its full potential. This could be as simple as making sure everyone on the team has the same understanding of the technology available to them and how to use it. Although a simple and organized tech system can be helpful, relying on tech-based communication can run the risk of miscommunication and misunderstanding. Without the non-verbal cues and tone indicators, team members’ messages can be easily misunderstood. This journal article from Miriam Plavin-Masterman highlights some key measures that can be taken to avoid confusion. She talks about setting up a common language, symbols, and a shared standard. Having a defined, common understanding of virtual communication can ease communication, create opportunities for team building, and help foster a positive and supportive organizational culture. 

The onboarding process is also important for organizational culture. Prioritizing culture in hiring and onboarding sets up the tone for culture from the very beginning. This can be as simple as making sure that incoming team members know what the expectations are. In the a16z Podcast episode “Pay Without Borders,”  founder of Safety Wing Sondre Rasch speaks to his personal experience with crafting organizational culture in remote environments. He highlights the importance of incorporating the organization’s values in onboarding processes. Hiring with the organization’s values in mind and making decisions based on those same values strengthens culture. Outlining and clearly defining the organization’s culture and expectations sets a baseline understanding, which can help team members find a shared image of the organization. In practice, this calls for a strong grasp of the organization’s values and how that informs the organizational culture. As Emily Schmidt discusses in this blog post, having a clear and intentional organizational culture is key to a thriving virtual and hybrid environment.  

With technology supports and a culture-infused onboarding process, the final key element in creating a positive organizational culture in virtual and hybrid spaces is social supports. Social supports are key to avoid falling into the trap of “operating remotely” rather than having a successful remote team. This could look like: forging new virtual traditions, planning for career growth and development, promoting flexibility, cohesivity, collaboration, and sustainability through leadership, and/or prioritizing diversity, equity, and inclusion.  

In this a16z Podcast episode, host Steph Smith talks about the dangers of “copy-pasting” in-person culture into online spaces. She highlights the importance of cultivating culture specifically for virtual environments. Using tailored approaches to deviate from typical in-person socialization activities, teams can support one another. In virtual and hybrid environments, teams are encouraged to be creative. Social and bonding activities can inspire a sense of unity and connection and strengthen the organizational culture.  

Having a strong and supportive organizational culture can lessen the potential challenges and complexities of virtual and hybrid work. By focusing on key areas such as technology, onboarding, and social supports organizations can craft cultures that foster support, communication, and collaboration, preventing the isolation and disconnection that often come with virtual and hybrid spaces. This might look differently for each organization, but I hope this blog might help people to create their own organization-specific culture to best support their team members and build strong, supportive, and welcoming environment.