Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
- Success in hybrid work models requires shifting focus from presenteeism to outcomes and quality, and establishing trust as a cornerstone for effective management and employee satisfaction.
- Setting and clearly communicating goals, performance metrics, and expectations is critical in hybrid work to facilitate team cohesion, reduce ambiguity, and enhance productivity.
- Intentional efforts for social integration and ethical, transparent use of technology for monitoring are essential in hybrid work to maintain employee well-being, privacy, and morale.
More than half of American workers are working in hybrid models, and even more would like to be, according to an extensive hybrid work report by Gallup.
Workers all over the world are asking their companies to allow flexible working arrangements, and many leaders are considering these new flexible models, without any real idea of how to do it well. Experts explain there are a few key components that organizations must consider when designing a hybrid work policy to ensure both productivity and employee well-being.
1.Redefine Productivity
Zahra Heydarifard, an Assistant Professor of Management in the Management Department at Bryant University, told Allwork.Space, “Organizations must redefine what it means to be a ‘good worker.’ This should not be measured by constant availability but rather by the quality and outcomes of work. Shifting the focus away from presenteeism to results ensures that productivity is prioritized without sacrificing employee well-being.”
2.Be Trusting
“Trust is the cornerstone of a successful hybrid work model. Organizations must build a relationship of trust with their employees, allowing them autonomy rather than relying on constant surveillance,” Heydarifard told Allwork.Space.
It’s clear that establishing and maintaining this trust can significantly impact organizational culture and employee satisfaction, and should be a top priority.
“Transitioning to remote work is more than just a logistical change; it’s a cultural revolution. Trust and accountability emerge as the bedrock of this new model,” Dr. Gleb Tsipursky, who The New York Times has deemed an “office whisperer,” said in an Allwork.Space article.
3.Set Clear Objectives
A hybrid work schedule also needs clear objectives. If the goal is to build team culture, the entire team should be in the office on the same days. To strengthen relationships between managers and employees, managers should be available on in-office days. Without clearly defined goals and alignment, a hybrid model will likely fail.
In addition, the success of a hybrid work model also depends on clearly communicated performance metrics and expectations. Employees should understand the criteria on which their work will be evaluated and know what success looks like in both remote and in-office environments.
This shared understanding can reduce ambiguity and ensure that everyone is working toward the same objectives.
In fact, a study by McKinsey & Company found that clear communication of goals and performance metrics was critical in hybrid models to boost both employee engagement and productivity.
4.Implement social opportunities
Hybrid work can exacerbate loneliness, which requires intentional efforts for social interaction, team bonding, and collaboration. Activities such as social gatherings, team events, and group projects foster a sense of community and belonging
Organizations might also invest in virtual team-building exercises to bridge the gap for remote workers. Regular check-ins and mentorship programs can help employees feel more connected.
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Monitoring Hybrid Employees Without Infringing
Companies are still trying to figure out how to effectively integrate technology and data analytics to monitor and support the performance, engagement, and collaboration of hybrid work teams without infringing on their employees’ privacy and autonomy. Many are struggling with this.
“Technology can be both an enabler and a challenge in hybrid work settings. Trust is crucial — organizations must trust their employees to manage their work without resorting to constant surveillance. Excessive monitoring erodes autonomy and undermines morale,” Heydarifard said.
Organizations should prioritize collaboration over individual performance metrics. By building strong, supportive teams, employees are encouraged to work towards collective success, benefiting the entire organization.
Technology can play a pivotal role in this by offering creative solutions such as virtual team-building activities and online spaces where employees can connect on a personal level. These measures humanize the virtual work experience and strengthen team bonds without infringing on privacy.
Workplace leaders should set clear boundaries — for instance, using automatic email replies after work hours to indicate they will respond the next business day. This practice communicates to employees that maintaining a healthy work-life balance is not just acceptable but encouraged.
What’s perhaps most essential in this process for employers is that when employing data analytics to support hybrid teams, it has to be done transparently and ethically.
Organizations can track overall team productivity and engagement patterns without closely monitoring individual actions. Using anonymized data or aggregate-level insights allows companies to identify trends or areas needing improvement while respecting employee privacy.
Organizations can track overall team productivity and engagement patterns without closely monitoring individual actions.
This approach enables leaders to support their teams effectively without infringing on autonomy or cultivating a culture of surveillance.
What Will Be the Long-Term Result of the Widespread Adoption of Hybrid Working?
The potential widespread adoption of hybrid work is likely to result in several long-term societal shifts related to the workplace.
- Flexibility in Work Arrangements: An increased emphasis on results over physical presence could lead to more flexible work schedules, better work-life balance, and greater inclusivity for individuals who require non-standard working hours.
- Redefinition of Office Space: Traditional office spaces might transform into collaboration hubs rather than daily work sites, potentially reducing the overall need for large office buildings and leading to changes in commercial real estate demand, and even an uptick in demand for coworking spaces.
- Technological Advancements: To support hybrid work, investment in and reliance on digital tools, cybersecurity, and virtual collaboration platforms will likely accelerate, driving further innovation in these areas.
- Cultural Shifts in Management: Leadership and management practices may evolve to focus more on outcomes and trust, rather than micromanagement and visibility, leading to a culture of accountability and autonomy.
- Environmental Impact: Reduced commuting could lead to a decrease in carbon emissions and traffic congestion, contributing positively to environmental sustainability efforts.
When incorporating hybrid work models, workplace leaders often experience hesitation and anxiety due to potential financial inefficiencies. The significant expenses associated with purchasing or leasing office space can seem wasteful if employees are not fully utilizing the facilities, leading to concerns about the prudent use of company resources.
This is a valid concern, but organizations could solve this issue by rightsizing intelligently, based on how different roles actually utilize the office.
“Analyze through the employee lens to discern which teams crave permanent desks for their frequent in-office days and which thrive through flexible shared spaces. There’s no one-size fits all approach that optimizes for all workers,” Dr. Tsipursky said.
According to Laura Sherbin, Managing Director at Seramount, the best remote work solution for your company isn’t what others are doing — it’s what your unique employees need.
“We advise our partners to give employees a voice in the process. Employees don’t need to be given carte blanche to design the policy, but should be key stakeholders in the design process to ensure that it works for everyone,” Sherbin told Allwork.Space. “Mandates that come from up above are often received badly. However, practices that are designed to meet the needs of the business with input from employees are often met with gratitude.”
