The Hybrid Working Conundrum

The last three years have radically shifted the way most organisations think about how and where work gets done. While remote working was once a thing reserved only for specific roles, following the pandemic, it has become common practice.?

Last year, we conducted some research to see how organisations were approaching hybrid working. We spoke to leaders representing workforces from 500 to more than 100,000 in size, in both the UK and multinational organisations.?

We found that while hybrid working was largely accepted, there was significant difference in how it was being approached.??

We identified three spectrums on which hybrid working can be considered:?

• Consistency – the degree of commonality across an organisation.?
• Commitment – how long-term the solutions were positioned as.?
• Control – how much individual autonomy was envisaged.?

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Based on our current experience of working with global organisations, these spectrums still feel as relevant now as they did when we first published our research.?? To give you a better understanding, lets dive in.?

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Consistency?

The consistency spectrum represents the degree to which a common hybrid model exists across the organisation. ?

At one end of the spectrum is a ‘universal’ approach (one rule for all); at the other is a ‘customised’ one?(tailored approaches based on different role expectations).?

The value of a ‘universal’ approach can be seen in both its simplicity, and the potential it creates to place hybrid working at the heart of an employer brand. The ‘customised’ approach has the advantage of accommodating a greater range of working realities.?

Several factors inform which approach is more suitable (such as the diversity of roles, and geographical considerations), however, differences in regional working culture and employment legislation will remain, informing the extent to which consistency is viable and desirable?

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Commitment?

The commitment spectrum represents the degree to which hybrid models are being defined for the long-term. ‘Determined’ approaches are those that include committed decisions about the future, whilst ‘evolving’ approaches retain more scope for change.?

The ‘determined’ approach has the advantage of creating certainty for both existing and new employees. The ‘evolving’ approach is likely to have lower downside risk, with the organisation retaining a greater ability to change course as required.?

The decision to take ‘determined’ versus ‘evolving’ is informed by several factors, notably the wider talent marketplace, and the competitive position of the organisation within it. Practical considerations also play a role here where office space becomes an important issue.??

Control?

The control spectrum represents the degree to which organisations are intending to manage their working models in centralised ways. At one end of the spectrum is the ‘organised’ approach, that has high levels of coordination around how and when people come together, at the other is the ‘intuitive’ approach, that assumes optimal working patterns can be achieved through personal decision-making.?

The benefits of an organised approach can include collective productivity, clarity of expectations, and an ability to guarantee the in-person interactions that support team engagement and trust.?

More ‘intuitive’ approaches help to create cultures of personal autonomy and flexibility and are likely to allow for a wider range of personal circumstances.?

The decision around control is highly individualised to the specific organisation. However, it can be impacted by the nature of the roles in question.?

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What else will I need to think about??

The working model of an organisation does not sit in isolation. Through our investigation, we identified several other areas of importance such as:??

Leadership – What practices and behaviours do we need to see from leaders??

Wellbeing – How can we help people to thrive on a personal level??

Learning – How can we support knowledge-sharing and personal development??

Culture – How do we retain or evolve our culture when we are physically apart??

Diversity – How well does our model support people from all backgrounds??

Inclusion – How do we ensure fairness and equity in a more remote setting??

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Looking ahead?

The shift to primarily remote working in 2020 was a top down, sudden and dramatic one. The evolution of hybrid working has proven to be much more dynamic, with organisations and individuals seeking to identify the models that work best for them in a world with fewer imposed constraints.?

Next week, we will discuss our findings after speaking to?the same organisations again in?2023 to learn what has worked and what has changed as they grapple with their hybrid futures.?