Hybrid Working on the Wane?

While there has never been a one size fits all, increasingly I am hearing about hybrid working being less prominent, and of workers facing back into long commutes and some presenteeism again.

While it will be some time before the longitudinal data on covid and hybrid working emerges, for me the forced trust that many Employers had to put in their Employees was a long time coming. For years I had explored the suggestion of “flexible working” as it used to be called, only to be met with incredulous looks around Board room tables, at the perceived loss of control.

However, for many, although this way of working came with many challenges - not least of which was the lack of opportunity to prepare in advance - the hybrid approach to work yielded many benefits. Increased personal responsibility for outputs, stronger working relationships, better self-management for wellbeing, and a greater sense of empathy and understanding of our shared humanity and shared struggles, was just some of the feedback I heard.

While we know that some organisations continue to perpetuate this model, we also know that for some organisations this is not an option. Many indeed are reversing their hybrid agreements completely, and enforcing full time office hours again. For employees this can be a challenge. Many have readjusted their lives to shorter commutes, to having more hours back in their days for personal wellbeing and family life. And many employees are voting with their feet.

So, what is the answer? Is there a right or a wrong for organisations keen to hang on to their staff? Happy, engaged staff that want to and will perform?

For me, it comes down to “intention.” While there is no crystal ball to see what the data will say, I believe still that history will lay favourites on a hybrid model - done correctly.

When we work from a place of joint agendas and adult relationships, then we have a blank page and pen. The 9-5 model of work is massively outdated. We know it. The younger generations certainly know it. Being “always on,” enforcing presenteeism and displaying a lack of trust and understanding, are not routes to maximising staff retention and engagement. What will work though is co-creating joint agendas, relevant and supporting cultures, relationships that promote psychological safety and strong performance. Adult expectations met with adult responsibility. Organisations must look at these issues, globally and locally and ideally not enforce a top-tiered decided view.

Engaged Staff want to feel an inherent part of their Organisation. What better way to promote this then by involving them in the how of what they do?

 If you’d like to learn more about how to facilitate this for your business, then get in touch