This Company Implemented A Hyper-Flexible Work Model (And It’s Actually Working)

• The Allen Institute implemented a hyper-flexible work model allowing teams to create personalized schedules, enhancing buy-in and satisfaction.
• Flexibility increases employee happiness, engagement, and retention by creating work-life balance and meeting individual needs.
• The Institute addresses challenges of this model with in-office days for collaboration, various social and educational activities, and comprehensive onboarding programs.

Deciding whether or not to establish flexible working arrangements has become a central topic in organizational management discussions. Just as employers are working to determine how many days each week are optimal for hybrid work arrangements, it is important to take a closer look at how flexible your organization should be — and consider the significant benefits of taking things to the extreme.

The Allen Institute in Seattle, Washington, has taken this extra step with its hyper-flexible approach. I recently conducted an interview with Petra Smith, the Executive Director of People & Culture at the Allen Institute, to gain insights into the benefits and challenges of their hyper-flexible work model. 

A Tailored Approach to Flexibility 

Smith oversees a diverse team at the Allen Institute, including learning experience and development, core human resources, and diversity, equity, inclusion, and belonging (DEIB). When asked about their approach to flexible work, Smith explained that hyper-flexibility has been crucial for their organization. 

“After the pandemic, we decided not to mandate a fixed in-office schedule. Instead, we left the decisions about the level of flexibility to individual teams and leaders to meet their business needs,” Smith said. “This approach allows each team to design what works best for them, both in terms of their work and the individuals on the team.” 

Benefits of Hyper-Flexibility 

Smith highlighted several significant benefits of their hyper-flexible approach: 

• Customized Work Arrangements: By avoiding a one-size-fits-all model, the Allen Institute allows for customized work arrangements that cater to the specific needs of different teams and individuals. This flexibility can lead to greater buy-in from team members, as they feel their personal needs and circumstances are considered. 

• Enhanced Engagement and Retention: Flexibility often results in happier team members, which translates to higher engagement levels. “Happier team members lead to better work and acceleration of our mission,” Smith noted. This, in turn, leads to longer retention and less turnover. 

• Work-Life Balance: By allowing team members to meet their personal needs alongside their professional responsibilities, the Allen Institute hopes to foster a healthy work-life balance, further contributing to employee satisfaction and productivity. 

Addressing Collaboration and Onboarding Challenges 

However, implementing a hyper-flexible work model is not without its challenges. Smith acknowledged that maintaining effective collaboration, particularly in a hybrid environment, can be difficult. 

To address this, for her team, Smith organizes an in-office day once a month, dedicated to all-staff meetings and other collaborative activities. 

“We ensure people don’t feel like they’re coming in just for a two-hour meeting,” Smith explained. This day is packed with engaging activities to encourage serendipitous interactions that foster creativity and innovation. 

The Allen Institute has also implemented various strategies to make the workplace inviting and engaging. They run a bi-weekly seminar series called the Allen Hour, sometimes followed by a social hour, allowing employees to interact and engage in a relaxed setting. 

Additionally, they have physical spaces that encourage casual interactions with a cafe and coffee bar and host various social activities to build a strong sense of community. 

Moreover, “our six affinity groups host a growing number of social, educational and cultural events that provide opportunities for learning and connection. This creates a more inclusive and welcoming environment,” Smith shared. 

Managing teams in a hyper-flexible environment requires a unique set of skills. Smith emphasized the importance of training and resources for leaders to navigate this landscape effectively. The Allen Institute offers a learning series for new managers and leaders, equipping them with the tools they need to manage hybrid teams successfully. 

“We provide guidelines, workflows, and prompts to help leaders manage performance, productivity, and individual needs effectively. Our People & Culture business partners also connect with leaders regularly to offer support,” Smith elaborated. 

Mentoring and Onboarding in a Hybrid World 

Mentoring and onboarding new employees can be challenging in a hyper-flexible environment.

Mentoring and onboarding new employees can be challenging in a hyper-flexible environment. The Allen Institute has developed several initiatives to address this. They conduct an onsite orientation for new employees, followed by a week-long onboarding program that includes significant in-person interactions. 

While they don’t have a formal mentoring program beyond their internship and post-baccalaureate programs, they are looking to expand mentoring opportunities across the organization. 

“We have cohorts for new employees, especially those joining from different parts of the world, to help them build connections and integrate into our community,” Smith said. 

Smith and I had an extensive discussion on how to set up an effective mentoring program based on my experience helping clients figure out their flexible work models, and she found the insights I had to share beneficial for her work. 

The Future of Hyper-Flexible Work at The Allen Institute 

Looking ahead, Smith is optimistic about the future of hyper-flexible work at the Allen Institute. She believes that as leaders become more adept at managing hybrid teams, the institute will continue to thrive under this model. 

“Our goal is to make the workplace a place where people want to come, rather than enforcing any mandates. This approach will remain a part of our culture and fabric,” Smith concluded. 

The Allen Institute’s hyper-flexible work model provides a compelling example of how organizations can adapt to the changing landscape of work. By prioritizing individual and team needs, fostering a strong sense of community, and equipping leaders with the necessary skills, the institute has created an environment where flexibility enhances both employee satisfaction and organizational performance. 

As more organizations look to navigate the complexities of hybrid work, the insights from Smith and the Allen Institute offer valuable lessons on the benefits of hyper-flexibility.