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When do I do that work? On what day Canada Phone Number what time. Where do I do that work is the last question. Moreover, the answer to this is mainly determined by the answers to the other questions. And you make those choices on three levels, namely: (a) individually, (b) per form of cooperation as Canada Phone Number as (c) for the entire organization. I explain all three. a. Hybrid working for individual employees Hybrid working requires individual employees to have a sharp view of their own work. It requires a critical look at the work itself, at the resources they use, at work Canada Phone Number and at the ‘load’ they place on resources and especially on their colleagues.

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It requires even more looking ahead. Focusing on Canada Phone Number longer term, planning well and working ahead , and distinguishing between what is urgent and what is important, and much less ad hoc (collaboration) work where you have to be able to ask someone something quickly Canada Phone Number you move on. can. Do you get stuck in that last one? Then you will have to go back to the office full-tim but then you get to the next ‘level’. b. Hybrid working for teams and (project) groups Hybrid working requires forms of collaboration such as projects, teams and departments to regularly Canada Phone Number how they do their work together.

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Is a daily stand-up, on location or online. Really Canada Phone Number best way to keep each other informed about. Who is doing what or is there another way? Is the adage of agile working to deliver working products rather than good documentation in a hybrid or even fully remote working environment Canada Phone Number tenable? And are the individual preferences of colleagues when it comes to focus time and appointment-free days compatible? c. Hybrid working for organizations And from an Canada Phone Number it requires a switch — insofar as this has not yet been in recent years — from an eye for input.

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