Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
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If the workspace industry in 2022 could be described in a single phrase, it would likely be “hybrid work.”
According to McKinsey, nine out of ten companies have plans to merge remote and in-office work arrangements in the next few years. However, as businesses begin this transition, it’s essential for leaders to address the nuances that can make this work model complicated.
For instance, employers must determine when being in-person is critical, whether hybrid working can impact career development, and offer guidance in these work schedules.
To start, leaders need to provide clarity in what “hybrid work” means to their particular company. This could mean being in the office a set three days a week and working from home the other two days, or allowing employees to create a schedule that best works for them.
Next, it’s essential to implement policies that combat the known downsides of hybrid work. For example, some hybrid workers find themselves working longer hours than ever before and as a result, are experiencing burnout.
For some workers, doing so allows them to stand apart when working from home and gives them a chance to progress in their jobs. For instance, a survey from Executive Networks showed that 61% of business leaders see more value in in-person work when it comes to career growth.
Whatever the reason for overworking, it’s up to managers to ensure that hybrid employees are recognized for their hard work and discouraged from overloading their plates.
