4 years after lockdown, what have we learned about thriving in hybrid models?

As the debate around office vs remote working continues, hybrid models can seem like a flexible middle-ground.

While working from home was forced upon us with the pandemic initially, it’s now become a lasting norm for many – and it’s been a steep learning curve. So, four years on from the first lockdown, what are the key takeaways about thriving in hybrid models, and what should leaders keep in mind from here? Hybrid models ‘out perform’ fully onsite models Lindsay Kohler, lead?behavioural scientist at employee engagement consultancy, scarlettabbott, says: “Research shows that hybrid working can positively benefit productivity and retention — hybrid models out perform fully onsite models on both those important metrics for business success.

“A large reason behind this is the increase in the foundational elements of wellbeing — hybrid models indicate that leaders trust their people; it creates more work/life balance; and it can give employees more control and autonomy. All of these factors boost motivation and emotional commitment to an organisation. And trust is important — new Gartner research shows that high performers are the most likely to bolt when hybrid work isn’t an option.

“The research is also clear on the flip side. When bosses insist on mandating a return to the office without appropriate rationale, it doesn’t necessarily improve financial performance, and it can drastically reduce engagement.”

The power of trust

Dr John Blakey, CEO and founder of The Trusted Executive, also emphasises the role of building trust – which must be a two-way street. “Bosses today who thrive in a hybrid workplace have learnt they need to rely on the power of trust, rather than trusting in power, as with traditional leadership. Even more so, with a workforce that increasingly doesn’t want to be told what to do anymore, but rather wants to be empowered and trusted to deliver the results required of them,” says Blakey.

“Successful hybrid teams create a ‘Results Only Work Environment’ (ROWE) together to boost productivity, engagement and motivation – which is what’s needed now we’re outside of the crisis-driven ‘we’re all in it together’ mindset of the pandemic. Employees need to be trusted to choose when and where to work, and fundamental to enabling this culture is that all members of the team are rewarded based on outcomes, not activities.”

Accountability and reward are part of the picture

Blakey continues: “In return for the freedom of hybrid working, the key to making it successful is employees taking personal responsibility for delivering results. Creating new high-trust workplace cultures brings greater freedom to individuals, maintains team cohesion and delivers on those important organisational and productivity goals.

“Leaders will feel more comfortable with hybrid working models when they have clear objectives and success measures in place for everyone who works in the team. If these objectives and success measures are also linked to results-based incentive schemes, then this also boosts confidence that hybrid working will improve productivity, rather than the opposite.

“Companies that are most successful with hybrid working have continued to develop and refine their approaches over the past couple of years, based on staff feedback, the tracking of key measures, and staying closely connected with market best practices.

“Meanwhile, knee-jerk and blanket decisions to bring staff back into the office might give senior leaders an immediate sense of control, but are a blunt instrument that is unlikely to prove future-proof, as the top talent votes with its feet in the coming years.”

Be mindful of missed mentorship opportunities?

James Kingston, owner and founder of Kingston Barnes Recruitment Agency, points out that “84% of Fortune 500 companies have mentoring programmes, and 100% of Fortune 50 companies. It’s said that 89% of those who have been mentored will also go on to mentor others.

“I find these statistics fascinating, and believe mentoring is where the success lies in any business,” adds Kingston, who notes these opportunities may be missed amongst remote working models – something for employers and employees alike to be mindful of.

“My experience of mentorship started when I took my first role in recruitment. I was wedged in between two fantastic recruiters, with very different approaches and skillsets. Just watching what they did and how they did it was a huge assistance in my learning curve. They say it’s always good to learn from the best, and the support they gave me every minute of the day was a key factor in becoming the successful recruiter I am today.

“Having someone mentor you is like a guide down the right path. Being able to bounce ideas between us, obtain feedback on my performance, or give me a steer in the right direction saved so much time in trial and error, and was essential in my development as a recruiter.

“Time spent with your peers and seniors is invaluable to your career. It will help give you the confidence to develop and enable you to find the solutions yourself and, ultimately, make you better.”

In ESG news this week:

• Network Rail has announced it is ramping up spending on protecting the railway from climate change and extreme weather.
• Ministers should develop proposals like a frequent flyer tax to reduce the demand for air travel, if other measures aimed at cutting aviation emissions fall short of expectations, MPs have said.
• Conservationists have recorded their lowest ever count of some butterfly varieties in Britain amid concerns about human impacts on the environment.
• Ads for Nationwide featuring actor Dominic West have been banned for misleading consumers into thinking that the bank – unlike its rivals – would not be closing its branches.
• Union leaders have called for more action to close the gender pay gap, including fines for bosses who do not comply with the law.

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