Hello Hybrid Model, Welcome to Runroom

In 2020, the world came to a halt and remote work was the only option for businesses not considered essential. Since then, at Runroom, we have thought through and calculated possibilities until we found the most suitable work system and space for our team: a hybrid model that meets all our needs. Want to know where we are and how we got here? We'll tell you below, hoping that our journey can help you make decisions and avoid the same pitfalls we encountered if you choose to change your model.

This is how we were until the lockdown arrived

Since Runroom was founded in 2003, and until the COVID-19 pandemic hit in 2020, our work model was the one predominant in all companies: the on-site model. Moreover, being able to see each other, share spaces, and create and maintain a Runroom culture was very important. Of course, always allowing for flexibility to promote work-life balance, so it was possible to work remotely on specific occasions.

At Runroom, we already had some runroomers working remotely, which helped us a lot in identifying some drawbacks, such as the issue of meetings where the rest of the attendees were physically present, and, in turn, in devising all the work processes so that those teleworking could do so efficiently. At that time, we were already using tools to visualize project progress and shared methodologies and channels that allowed asynchronous communication.

This prior experience made us more prepared before the lockdown; in fact, on March 11, 2020, we conducted a general rehearsal, and everyone worked from home to confirm that it was possible to continue producing remotely in the event of a lockdown.... The surprise was that after this test, we didn't return to the offices until much later.

Ensuring everything worked correctly when transitioning from an on-site model to a remote one with a team of nearly 60 people was a complex challenge. Technically, it was necessary to implement an internal server infrastructure to maintain a secure connection between the staff and with clients, in addition to providing computers to the entire team. Another key element in the "on-site-remote" transition was having a well-established work methodology and a culture based on trust rather than oversight.

Far and connected, but... how connected?

The runroomers were connected from home, and everything was working perfectly; our processes were up and running, so at a business level, we didn't perceive any crisis or delays in client deliveries. Additionally, the entire staff received the materials and personal effects left in the office: extra screen, ergonomic chair, or any other material needed to work comfortably. We also considered the expenses that could arise from working from home, so from the start, we made a monthly payment as compensation.

In October 2020, we wanted to see to what extent these months of lockdown and remote work had affected us and if everyone was comfortable, so we conducted afishbowlto analyze the pros and cons of remote work, gauge the team's morale, and ponder a bit about a possible return to the office. Would a mixed model be possible?

In this meeting, we detected that people talked less among themselves, especially with those from other teams. There were no more hallway encounters, nor those comments and impromptu chats while making coffee or heating up lunch. To not lose human contact and the essence and culture of Runroom, from the beginning of the lockdown, we launched different initiatives and games for those who wanted to share personal anecdotes, childhood photos, their desk, their window, if they had pets, or their work-from-home outfits, thus generating conversation beyond work. However, despite all efforts, the physical distance had taken a toll on interaction between people, and this was the indicator to keep alive the idea of having a physical space to meet again.

The company tried to overcome that sense of uncertainty that flooded everything in that unforgettable 2020, fostering a sense of belonging and contribution among the staff, listening to everyone, and valuing their achievements. On the other hand, we continued to think about what to do regarding a possible return to on-site work without reaching any conclusion and paid close attention to the market and the decisions of other companies.

2021, do we return or not? What if we do a mix?

The pandemic continued its course, and before we knew it, we found ourselves in 2021. Following the recommendations and measures of health authorities, many companies were doing their particular de-escalation and returning to on-site work. At Runroom, we felt very comfortable with remote work, so much so that for the first time, we openedrecruitment processesfor various positions without requiring residence in Barcelona, we wanted talent regardless of their postal code!

Even so, we always had in mind a possible return, without a date, but it was necessary to know how many people would be interested in returning to find a new location that matched the new needs.

In mid-2021, we launched a survey to find out what the runroomers wanted, and 59% opted to maintain remote work, although 46% did intend to go to the office at least once a week, and 13% wanted to maintain total flexibility. 29% of the staff voted for half a week on-site. The figures spoke: the hybrid model was the solution.

And the winner is... the hybrid model!

What is it, how does it work, what advantages does it have over the on-site or remote model? There is a lot of literature on the subject. We recommendthis articleby Salesforce that explores in depth the characteristics and types of the hybrid model, its impact on company culture, technology, and technical and security requirements to consider when implementing it.

Once the team's sentiment was known, a good analysis of the benefits of both models and what they could bring to Runroom was needed:

The on-site model:

• Strengthens personal relationships and the enrichment it brings to the group.
• Provides greater ease for collaborative on-site dynamics, workshops, training, and teambuilding activities.
• Makes it possible to share day-to-day experiences in a common, open, bright, and pleasant space and to go beyond work.

The remote model:

• Promotes flexibility and is a great help for work-life balance.
• Allows for a personal space with greater concentration.
• Minimizes environmental impact by reducing commutes, also to client meetings.
• Increases talent acquisition as it can be expanded to the national territory.

For its application, our approach has been to flow and give total freedom to the runroomers without imposing anything; coming to the office is free, and if we do, there is no imposition on the number of days or which ones specifically.

And to ensure smooth day-to-day operations, regardless of where we are, we use different tools that facilitate communication and teamwork. The main ones are:

• Slackas an internal team communication tool and with clients.
• Miro,a visual collaboration platform for teams.
• Google Workspacewith all its components: Calendar, Drive, mail...
• Zoomfor video conferences.
• Officevibe, a survey system that helps listen to and measure employee satisfaction.
• Leankit, a system of virtual Scrum and Kanban boards to visually manage workflow.
• Stooa, the online tool for monthly fishbowls.
• Figma, a graphics editor that the whole team can access to see how a design is being approached, and even help design.
• Loomfor asynchronous reviews or demos, ideal when finding a slot in the schedule of large groups is complicated.

The organization is trying to make everything work between teams, regardless of where each person is, maintaining the sense of belonging and Runroom culture and preventing anyone from feeling isolated by working remotely.

During our reflection on returning to the office and with which model, we found some inspiring texts that helped us make decisions, such as the articleWhat executives are saying about the future of hybrid workby McKinsey,Google's 3-Word Plan for Returning to Work Is the Best I've Ever Seenby Jason Aten, andGoogle’s Plan for the Future of Work: Privacy Robots and Balloon Wallswritten by Caycee Clifford.

Change of location, the cherry on top for a sweet return

When we imagined the return, we also imagined it in a new workspace and a place for meeting and gathering, but also for leisure and connection, not only among all the people who make up Runroom but also with the different communities we are part of. We dreamed of a place to organize events, celebrations, workshops, and training where we could share knowledge and learn.

With this in mind, we contacted Raquel Ruiz de Gauna and Roger Ferran from the interior design studio0,2 Interiors, who captured our essence and desires and got to work to reflect them in every detail of the new location.

This is what they wanted to share with us about the project:

What did you think of the assignment?

Very motivating and attractive. We were thrilled because it was a company like Runroom and a space with aesthetic characteristics that needed to be updated and adapted to the new needs as a team and work system.

What challenge did it pose?

For us, it represented a significant challenge as it was an emerging company that is constantly evolving and that respects and cares greatly for its employees. Design is part of its DNA and has always reflected it, both in its offices and in all the work they do. It was about creating a versatile multi-space adapted to a new way of reconciling work at home with work in the offices, where individual or team work, courses, events of various kinds, as well as leisure and rest for the people who make up the Runroom team coexist.

The first input we received was to make an office where one would want to go to work. Since the beginning of the pandemic, everyone was working remotely, and it was time to partially recover on-site presence to create synergies between teams. The idea was to create an environment where work was not the only important thing and to achieve a friendly space to attract talent.

How did you capture Runroom's essence and how have you reflected it in the project?

To tackle the project, we studied many open-minded office references and drew on concepts used in sustainable design. The use of noble materials like wood and the incorporation of vegetation had to take center stage against the continuous neutral-toned flooring we had chosen.

When we were asked to incorporate the "brand" image into the office, the first thing we did was thoroughly study the style guide. Once we understood that this image was mutable and could adapt to different uses, we realized that we not only had to reflect it on a plan but could play with it in a way that was more immersive.

We decided to apply color as a Runroom identity marker in both furniture and some structural elements and decorative lighting, representing the concept of Runroom's image, which is the contrast of warm with cold, in the different elements: the contrast of daylight for the work area with technical lighting, and the warm temperature of decorative lighting in the rest and leisure areas.

Was understanding the hybrid work model crucial for designing the office?

It was essential to design and distribute the space, select and design each element. We had to create and maintain several rooms where meetings for groups of different sizes could be held and reserve the large space for courses, talks, and events. A changing room space with a shower was also created to facilitate and provide service to those who wanted to exercise during the workday.

The goal was to create a space adapted to multiple ways of working, where each runroomer had a space suited to each work need, each way of working, as well as rest time. We have returned several times, and the feeling we have is that we achieved the goal; the work environment varies, the space perfectly adapts to the hybrid work model.

With all these amazing new spaces, a terrace to eat while sunbathing, a grill, and our beloved dogs (yes, there's also space for our pets), we were finally ready to fully enjoy our second home in Barcelona.

Among our most immediate challenges is to give as much life as possible to the new space and strengthen the social bond among all runroomers with the hybrid model. To do this, we remain in active listening, trying to understand the team's feelings and needs, frustrations, suggestions, and opportunities for improvement.

One of the tools we have used is an open survey from March to October 2022 that revealed some important data, such as:

• 71% of the runroomers who participated believe we have been able to maintain the team's values and culture working with this model. 26% think somewhat, and 4% not so much.
• Runroomers rate the quality of their relationships within their team or project at 8.2, and relationships with people from other teams at 7. Here we see room for improvement, and we are already working on it.
• The main motivations for the future as a hybrid team are work-life balance, quality of life, meeting people from other places, attracting talent, being part of a diverse and adaptive team with a common goal, and being able to work from anywhere in the world.

Although the balance is positive, we take everything extracted from this survey very seriously, and in fact, our intention is to keep it active so that feedback reaches us continuously and we can continue working to improve the runroomers' experience and make the hybrid model one tailored to us.