Unlocking Hybrid Work Opportunities to Better Support Our People

Hybrid work models have emerged as a focal point in most of the post-Covid discussions about how we can successfully integrate remote, flexible and asynchronous approaches to help our workforce achieve their best work. And they are also now play a key part in employee engagement and retention.?

As organisations try to make sense of the nuances andcomplexities of different approaches to hybrid work, the key is to understand its impact on the workforce. A few months ago I had an enlightening podcast chat with Matthew Davis , Associate Professor in Organizational Psychology at 英国利兹大学 , about findings from their groundbreaking research project ‘Where is Your Office Today’ . The research was multifaceted, involving interviews, surveys, diary studies, and data collection around interactions within people’s professional and social networks, as well as external observers such as real estate experts.

What really interested me was that the kind of data they were collecting rarely shows up in the regular debates about preferred working models so it was an opportunity to take a fresh look at how HR can help create better outcomes.

I see the key points from the research as:

1. Empowering Choice and Control

It’s impossible to overlook the significance of employee choice and control in shaping the hybrid work experience. Contrary to many opinions, it seems that employees value autonomy in choosing where they work. And it is when they feel empowered to decide their work location and style, that they have higher levels of job satisfaction and wellbeing. And are more likely to stay. This highlights how important it is to tailor flexible work arrangements to individual preferences and needs.

2. The Office Advantage

Despite the opportunities offered by the increased adoption of remote working models, the office/working base location retains its relevance as a hub for collaboration, performance and formal and informal learning opportunities. The research showed that spending time in the office correlated with heightened job satisfaction, improved performance and, crucially, increased engagement. However, the optimal mix and frequency of office and remote locations varies strongly amongst individuals, highlighting the need for personalised approaches to hybrid work that are inclusive as well as innovative.

3. Balancing Collaboration and Solitude

Collaborative spaces have gained increasing prominence in modern office design, but the research shows that preserving individual workspaces is equally important. Matthew Davis emphasised the importance of providing environments conducive to focused, high-intensity work. Achieving a balance between collaborative zones and areas for solitude/independent working helps employees to thrive in diverse work settings. Networks can also be important here, as those with smaller internal networks will have less interactions, leading to a reduced feeling of belonging, making them more likely to leave.

4. Addressing Demographic Differences

The research shed light on how demographic factors influence the hybrid work experience. Age, personality, gender, and caregiving responsibilities play significant roles in shaping individual preferences and behaviours. Understanding these variances is essential for designing inclusive work environments that cater to the diverse needs of employees. For example, for those newer to the workforce it’s less about how often they are in office, and more about who they’re in the office with. They can also feel under more pressure because of uncertainty over how they are doing when they are not able to see how others are managing.

5. Nurturing New Talent

For new starters, particularly those who are new to the workforce, office presence goes beyond being a question of mere physical attendance. The research highlighted the importance of strategic networking opportunities and interactions with influential colleagues. There is also an onus on organisations to help facilitate avenues for new employees to build their professional networks, which will also help them integrate into organisational culture effectively.

6. Fostering Diversity and Inclusion

Hybrid work presents both opportunities and challenges for diversity and inclusion efforts. There is a strong need for more inclusive office design and culture, particularly for minority groups and employees with disabilities. Creating accessible, welcoming spaces that promote social interaction, belonging and knowledge sharing is crucial for fostering a diverse and inclusive workforce.

7. Personality Dynamics in Hybrid Settings

Personality traits, such as extroversion and introversion, heavily influence individuals’ preferences around office presence and social interaction. It’s important to find ways to accommodate diverse personality types in office and workspace design, providing options for both collaborative and solitary work environments. Some hybrid approaches are not always flexible and empowering, for example it can be stressful for some people not have control of their time.

I think our conversation on the research research covers some valuable insights into the multifaceted nature of hybrid work. By prioritising employee choice, fostering inclusive environments, and recognising demographic variances, organisations - especially the HR and leadership teams - can support their people through the complexities and nuances of hybrid working more effectively. Understanding and adapting to these insights will be critical for creating thriving, resilient workplaces.

You can listen to my full conversation with Matthew Davis here and follow their research at https://futureworkplace.leeds.ac.uk/report-where-is-your-office-today-part-two/ ?

Opportunities for Remote and Flexible Working Have Been Key Drivers for Job Candidates for Some Time

It’s too easy for many to attribute the changes in attitudes towards remote, flexible, hybrid and asynchronous working as a Covid pandemic-led ‘genie out the bottle’ moment. The truth is that there has always been an element of desire for locational flexibility in the digital powered workplace.

Back in 2017/18 my co-author and co-collaborator Matt Alder and I partnered with Kelly Services to survey 14,000? jobseekers across 10 European countries and find out how they felt about everything from the job seeking experience to their work location.

One of the reports we wrote from this research was entitled ‘Is the Future of Work at Home’ and I share it here - 6 years later - as a sign that the current conversations we’re having were inevitable! Over two-thirds wanted flexibility, and only around a third preferred full time office working. Interestingly only 37% said being able to work from home was unimportant.?

It was clear from the research that managing time flexibly, having an improved work/life balance and lack of commute have been strong factors for some time.

Is The Future of Work at Home

Stats of the Week - Employee Experience, Wellbeing and Street

This week's stats are from research conducted by MHR into employee experience. I will be recording a podcast chat with them about the research soon, and will write a post, but as a taster:

86% would leave a role if their wellbeing wasn't respected or enabled

83% of HR Officers admitted the main reason for employee turnover in their businesses was stress

Only 14% of organisations said they ran annual satisfaction surveys, although 45% do run quarterly satisfaction surveys

You need to communicate with your people if you want to know how they feel and where they need support