ARCHIVE - Piloting and managing teams using a hybrid approach

Séminaires pour spécialistes et cadres (SSC)

Whether we like it or not, hybrid management is now firmly on the agenda in both public and private institutions. A variety of reasons help to explain this phenomenon. We will highlight three of them:

• The coronavirus, of course, has served as a real-life stress test for many organisations. Those that initiated projects involving digitalisation or computerisation and modernised their governance have been rewarded. Those that failed to invest sufficiently in information technology and a more modern managerial culture have been penalised.
• The associated recent willingness to allow staff to work from home for one or two days a week has required a modernisation of work organisation and team management.
• Employee expectations have never before been so clearly expressed or so demanding, as evidenced by enquiries in job interviews about whether organisations encourage a work–life balance and support remote working.

The time has surely come for this new chapter in management to be structured. And here, the empirical evidence is clear: hybrid management raises new problems, and merely replicating the tips and tricks of face-to-face management in the workplace will not succeed when part of a team is working remotely.

It is now time to take a step back and take stock of our personal experiences in order to develop a new managerial approach specific to hybrid management.

This seminar will delve deeper into this very contemporary issue and aim to provide participants with pragmatic, practical tools that they will be able to operationalise immediately at their workplaces.

At the end of this seminar, managers will have:

• understood the issues surrounding hybrid management and know how to adapt their leadership, monitoring and management strategies;
• mastered the instruments they have learnt about and know how to apply them in real-life situations;
• improved the impact that they can have on their teams and colleagues;
• enriched their skills thanks to the participatory approaches used throughout the course.

Any individuals responsible for designing or conducting community policing measures, in particular:

• Senior police officers;
• Officers responsible for community, neighbourhood and sector policing;
• Officers responsible for crime prevention units;
• Officers responsible strategic policing analysis;
• Partners with community police work (leaders of neighbourhood residents’ associations, social street worker, etc.)
• Political representatives dealing with public safety or social cohesion issues.