Future of Work Header External
Chris Dobrez

At Dober Culture is Strategy. Our Core Values stand the test of time but our culture must adapt with the times. The way we work has undergone a major transformation this past year. When, where and how people work will change to meet our team member’s expectations.

Chris Dobrez, President

 

BACKGROUND          THE PLAN          RULES OF ENGAGEMENT          ASYNCHRONOUS WORK         

BACKGROUND

To arrive at our back-to-office plan, we leveraged both internal and external research.

Research has shown that as we shifted into lockdown, bonds with our immediate teams strengthened. But our broader networks fell to the wayside, creating a more siloed remote world.

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UNDERSTANDING THE LARGER WORLDVIEW PROVIDES ONE PERSPECTIVE, BUT WE WANTED TO HEAR FROM OUR TEAM MEMBERS:

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THE PLAN

We are committed to creating the best possible work experience we can. We believe that living by our Core Values and adapting our culture is how we can achieve this. In speaking with our team members, it was very clear that one size would not fit all. In tandem with leadership, our team members have the option to choose what works best for them.

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WHAT IS HOTELING & WHAT SHOULD I EXPECT?

Hoteling involves pre-booking and reserving (via a self-service software) an unassigned desk to work from during a temporary period. Dober will be re-engineering the office for variety to include hoteling spaces, collaboration rooms, and hot spots or drop-in spaces that can be used for working, collaborating, or focused work.

 

 

STUDIES HAVE ALSO SHOWN THAT FREQUENT, IN-PERSON INTERACTIONS LEAD TO COMMITMENT, SUPPORT, AND COOPERATION AMONGST TEAM MEMBERS.

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THE OFFICE WILL BECOME PRIMARILY A CULTURE SPACE, PROVIDING WORKERS WITH A "HOME BASE" THAT FACILITATES CONNECTION, ENABLES LEARNING, AND PRODUCES COLLABORATION OPPORTUNITIES.

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An office is not for dying. An office is a place to live life to the fullest, to the max, to... An office is a place where dreams come true.

Michael Scott, The Office

 

RULES OF ENGAGEMENT

OUR RULES OF ENGAGEMENT ARE COMMITMENTS WE MAKE TO EACH OTHER--REGARDLESS OF WHERE WE WORK. ALL TEAM MEMBERS WILL AGREE TO:

Attend purposeful, collaboration meetings or "One Dober" community events in-person and as needed.

Discuss core working/reachable hours with their leader to ensure individual flexibility does not impede collaboration or team effectiveness.

Commit to meeting smarter by asking 4 Key Questions before scheduling:

  • What's the purpose and agenda for the meeting? Share agendas up front, always.

  • Can this be accomplished by using our asynchronous tools (Asana, Teams, etc.)?

  • Would this meeting benefit from in-person human moments and collaboration?

  • Who needs to be included to accomplish the meeting objective?

Having their Outlook calendars and Teams status (where applicable) up to date.

Following the same data security and file retention guidelines as they would in the office.

Actively engaging in myDober and staying up to speed on myDober content and updates.

Be communicative and responsive to each other. Responsiveness doesn't always require and answer, but it requires acknowledgment ("I got it and will get back to you in 24 hours" or "Let me think about it and get back to you").

 

ASYNCHRONOUS WORKPLACE

We are on a mission to improve the employee experience here at Dober. It's not just about where and when we work; it's about how we work. Asynchronous work and technology will allow our team to spend less time in meetings and more time on focused work.

These are the tools that make it possible:

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WHAT IS ASYNCHRONOUS WORKING & WHAT SHOULD I EXPECT?

IT SIMPLY MEANS "NOT OCCURING AT THE SAME TIME" AND REFERS TO THE RISE OF A DIGITAL AND TECHNOLOGY-ENABLED WORK ENVIRONMENT WHERE DISPERSED COLLEAGUES CAN KEEP WORK FLOWING AND MOMENTUM MOVING WITHOUT WORKING ON SOMETHING AT THE SAME TIME.

 

Chris Dobrez

In the oft-quoted words of Peter Drucker, "Culture eats strategy for breakfast." Make no mistake about it, our company culture is critical to our success. We are committed to improving, not maintaining, what we have built these past 64 years.


Chris Dobrez, President

 

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