Managing a hybrid team successfully and equitably requires adjustments to your management style. Leaders must ensure that in-office employees don’t receive favorable treatment or opportunities and that employees working remotely don’t feel left out or disconnected from the team. Explore the leadership changes to implement now so you can encourage employee engagement and ensure equity in a hybrid environment. Plus, look at how your organization should shift its performance measures and definitions of success, so all employees are treated fairly, regardless of where they work.
Learning Objectives:
- Identify how hybrid teams are different from purely in-person teams
- Recognize the behaviors that can lead to unconscious bias that favors in-office employees
- Describe the behaviors of an employee who is at risk of disengaging
Karl Ahlrichs
ExpertSpeaks
Consultant
[email protected]
Karl Ahlrichs is a human capital thought leader with expertise in the people side of finance and accounting. Karl is currently a contributor to the AICPA and Business Learning Institute catalog of continuing education and is a contributing author to the Journal of Accountancy. Karl has a proven understanding of the motivation and psychology that enables behavior change and has direct experience in the human capital strategies accounting and finance needs to recover from the impact of COVID.
He is one of fewer than 800 speaking professionals who are currently qualified as Certified Speaking Professional (CSP) by the National Speakers Association and holds the highest certifications in the Human Resources field. He researches, creates, and presents complex coursework for finance and accounting departments in multiple industries, and is comfortable facilitating challenging meetings with tough audiences.
Karl is a senior member of the “Thought Leader” team of the Business Learning Institute, providing advanced course development and delivery to multiple Accounting and Finance clients through the CPA Society of Maryland and the AICPA. Keynote presenter and concurrent facilitator at dozens of conferences per year, with audience sizes from 20 to more than 1000, he has presented at more than 20 SHRM Annual Conferences, both as a presenter and a facilitator of panel discussions.
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