Hybrid by Design: Crafting Intentional Environments for Modern Work

Leaders must become architects, intentionally designing environments that enable collaborative and focused work - both virtually and in-person. How will you build the work environment for today?

Crafting a Hybrid Working Approach: Considerations for Leaders

The COVID-19 pandemic necessitated a sudden shift to remote work for many office-based organisations. While challenging, it also revealed potential benefits, including gains in productivity and work-life balance for employees. As we look to 2024, some leaders are acting liked ostriches and burying their heads in the sand by mandating a return to office. For others, this disruption offers an opening to gain some competitive advantage. As leaders we need to look at how we harness hybrid arrangements combining in-office and remote work to maximise productivity whilst competing for talent.

There are signals that extensive virtual work could hamper collaboration, innovation, training, and for certain groups mental health, which are all vital for organisational performance, whilst the old full-time office approach is no longer an option nor the most productive for many tasks. A 2022 survey by Boston Consulting Group found that 95% of UK workers want flexibility in when and where they work. With a survey by talent firm Robert Half showed 91% of UK professionals won’t apply to roles without flexible working. The truth likely involves balancing trade-offs and nuances. By accounting for these, we can craft optimal policies to create an optimal environment for our teams.

This blog synthesises key insights from current research to highlight considerations for developing a hybrid approach. Much of the data is new and emerging, so a learning mind-set is key in the application of the recommendations. It is structured around:

1. Productive Work Locations

2. Impacts on Different Groups

3. Additional Success Factors

Productive Work Locations

A hybrid policy must recognise what work activities are best performed remotely versus in the office. Studies point to some general guidelines:

At the Office

The office remains ideal for:

·       Brainstorming and creative group problem-solving

·       Building rapport, trust, and communication norms

·       Mentoring and on boarding new employees

·       Fostering organizational culture and identity

·       Coordination across disconnected teams and roles

·       Impromptu “watercooler chats” that spark ideas

·       Meetings involving complex information or negotiation

One study found the total time employees spent in collaborative activities decreased by 16% when working fully remotely. This suggests potential difficulty building shared understanding and synergy virtually compared to being together in-person

At Home

Employees tend to be most productive remotely when:

·       Focused on individual analytical or computer-based tasks

·       Free from office distractions and interruptions

·       Able to control their environment and take breaks

·       Handling routine information processing and correspondence

·       Require uninterrupted time for deep thinking or analysis

During the pandemic, one study saw a 47% productivity increase for knowledge workers who shifted to remote work. Individual focused work is frequently enhanced in a home office setting

The research implies roles and activities requiring intense team collaboration, cultural immersion, creative sparks, and on boarding are best centred in the office when possible. Work that is more individual and transactional can often successfully be handled remotely.

Impacts on Different Groups

In determining optimal policies, leadership must also weigh the varying impacts of dispersed work on employees based on demographics, roles, and preferences.

By Age

·       Younger staff already fluent with digital tools may see reduced development and social benefits if always remote. Providing mentoring and networking opportunities will be important for them.

·       Staff with caring responsibilities whether for children or parents have found great benefits in the flexibility and reduced commuting time afforded by hybrid working.

·       On the other hand, older staff with established ways of working may be reluctant to adjust behaviours and adopt new virtual methods. They will need encouragement, support, and incentives.

·       Training programs on updated practices and tools can help close any skills gaps by age group while promoting cross-generational collaboration.

This pattern creates an inverted U shape with those at either end of our age demographic being preferring a predominant in person environment. This is of course a general pattern and is not universal. 

By Role

·       Technical teams requiring tight coordination may benefit from regular in-office overlaps for cohesion. But providing digital whiteboards and team chat channels can also foster alignment.

·       Non-technical groups with more individual tasks may function smoothly virtually. Though leaders must still enable them to build connections and access development opportunities.

·       Leadership roles will demand new digital and emotional intelligence skills for managing and motivating remotely. Virtual coaching and immersive online team activities can aid leaders.

One study saw instant messaging increase 50% and unscheduled calls rise by 160% for remote managers compared to individual contributors. This reflects their greater need for fluid communication in overseeing workflows and employees.

By Work Style

·       Extroverts often derive more energy and engagement from in-office social settings. They may need occasional on-site collaborations to recharge.

·       Introverts tend to thrive when focused solo at home. But they still need community. Building relationships through meaningful online interactions will include them. 

By Circumstances

·       Employees with limited home space or distractions may have difficulty productively working remotely. Providing shared co-working spaces could alleviate problems.

·       Single parents and those caring for others often benefit greatly from schedule flexibility when working from home some days.

·       Younger employees living with housemates may have productivity challenges. Enabling use of office spaces can help overcome issues.

Accounting for the above differences will allow leadership to craft nuanced policies that play to the strengths and meet the needs of all constituents.

Additional Success Factors

Beyond locations and people, research points to other practices leadership should focus on to enable effective hybrid work:

·       Evolve management skills to lead dispersed teams using technology, transparency, and results-based performance management.

·       Mirror and adapt beneficial in-office behaviours digitally by using video, chat, and interactive online activities.

·       Prevent siloed networks by rotating team assignments and facilitating cross-department projects and mentoring.

One study saw employee collaborations across different business groups decrease by 7% on average with full-time remote work. This indicates potential networking risks leaders should proactively mitigate.

·       Make smart office space changes like booking systems for desks, quiet zones, and collaboration areas.

·       Develop digital proficiency in employees via immersive training simulations, hackathons, and reverse mentoring.

Research finds learning programs may need to offer 4X as many practice opportunities to build skills equally well versus in-person.

·       Discourage after-hours electronic communication by modelling good email hygiene and using signals like out-of-office messages.

·       Build culture through online events, two-way communication in virtual meetings, and celebrating successes virtually and in-person.

Ongoing research into hybrid models will further clarify effective practices. But focusing our approach on the above people, place, and policy factors provides a strong starting point. Avoiding blanket mandates in favour of empowering managers and teams to tailor solutions to their needs is advisable.

With care and commitment to continuous adaptation, hybrid approaches can enhance productivity, innovation and satisfaction. But we must continue to learn and evolve to overcome new challenges that will certainly emerge. By placing employee success at the centre, sustainable high performance can be unlocked.