Maximising hybrid work: How leaders and HR can evolve, not just adapt.

NSW Premier Chris Minns’s latest directive, requiring government employees to return to the office and reignite culture, has surfaced the debate over hybrid work - in particular the impact on women.

The benefits and opportunities that arise from hybrid work have been well researched and experienced firsthand by many employees and organisations over the past few years, which is why many view this directive as a step backwards.

However, the real challenge lies not just in resisting a return to traditional office life, but in maximising the value of hybrid work.

The case for hybrid work

Hybrid work isn't merely a response to a crisis; it represents an evolution in how we work to better meet contemporary needs.

As a business leader or HR professional, if you are reviewing your flexible work policy and work practices, it’s an opportune time to consider whether you’re utilising hybrid work to its full potential. Here are a few practical suggestions and thoughts on how you can approach it:

Diversity and inclusion:

Hybrid work can significantly broaden your talent pool, making it easier to attract and retain diverse teams. For example, when working parents or people who experience disability are empowered to work flexibly and on a hybrid basis, this can lead to reduced fatigue, easier logistics, customised workspaces, and increased productivity.

Are your methods of collaboration evolving in a way that intentionally enhances inclusivity? Do feedback loops exist to ensure that all employees feel well connected, supported, and valued, regardless of where or how they work?

A truly inclusive hybrid work model requires more than just flexibility; it demands continuous evaluation and adaptation.

Increased productivity and talent retention:

A 2023 Accenture study found that companies with effective hybrid models saw a 63% increase in revenue growth. Additionally, 83% of workers prefer hybrid arrangements, which, for some, provides sufficient rationale for remaining with their current employer.

Are we just maintaining productivity, or are we actively driving it?

When was the last time you reviewed how the allocated team office day is working for your team? Are your meeting cadences effective? Is there enough time for deep work when someone is at their peak during the day, or is that window missed for a regular status update that could have been shared via Slack?

Mental health and social connections:

Strong social connections at work are linked to lower stress levels, enhanced mental health, and higher job satisfaction. However, remote workers are more prone to loneliness (Gallup).

How do you ensure there is space in your day to connect with colleagues and teams? Whether it’s making a concerted effort to drink your morning coffee with someone else, taking a colleague along to industry events, or ensuring that you consistently check-in with each of your team, promoting a culture of regular check-ins can significantly improve mental health and overall engagement.

Prioritising these connections can help to ensure that hybrid work enhances, rather than detracts from, employee wellbeing.

How can leaders address the challenges that arise from hybrid work?

While hybrid work offers numerous benefits, it also presents challenges that require deeper consideration.

Digital fatigue and burnout:

The surge in virtual meetings and communication tools has led to digital fatigue. Microsoft found a 153% increase in weekly meetings since the pandemic, contributing to higher stress and burnout.

How are you actively reducing digital fatigue for your people? Is your meeting culture short and sharp, with focused agendas and no-meeting days? Do you have asynchronous communication? Or, is it commonplace to have back-to-back meetings with a 15-minute window to source and inhale your lunch?

Perhaps it’s also timely to consider a review of AI tools to alleviate some of the digital burden and automate repetitive tasks. Better yet, empower others to do the same.

Inequity and bias:

Just as hybrid work can create pathways for greater inclusion, it can also exacerbate a divide. Proximity bias can easily creep in, where employees who are more visible in the office are perceived as more committed, if it’s not proactively mitigated.

Consider the micro-learning that takes place in the office through overheard conversations, or who’s taken to in-person client meetings if there’s a last-minute change. Transparent processes for evaluating performance and distributing opportunities also ensures that all employees, whether remote, hybrid, or in-office, are equally considered for promotions and high-visibility projects.

Work-life boundaries:

The flexibility of hybrid work has blurred the lines, integrating our work and personal lives. The new “right to disconnect” legislation in Australia aims to promote better work-life balance and improve employee wellbeing. It also provides an opportunity for organisations to reassess their practices.

This is an excellent moment to contemplate whether your culture genuinely respects personal time and effectively manages workload and resourcing, or if this is viewed as a legislative compliance activity. Encouraging managers to engage their teams in discussions about boundaries, expectations and personalised work arrangements can promote a culture that values rest and recharge.

Hybrid work isn't just a trend. It's here to stay

Hybrid work is more than a temporary solution. To truly benefit, leaders and HR must continuously innovate, listen to their teams and adapt strategies to meet the evolving, unique needs of their people while balancing organisational demands.