IWG’s findings are far from universal; stakeholders inside and outside of HR have diverged on whether remote or hybrid work are good frameworks for their organizations.
Culture, in particular, has been a challenge for employers as they adjust to the post-pandemic reality afforded by flexible work options. These options are also made possible in part by technologies to which some organizations or individuals may lack access. Even the work-life balance gains of hybrid and remote work — as highlighted by IWG and others — may not be realized, especially when employees need to adjust their work days to account for at-home interruptions and other distractions.
Still, research also bears out the benefits of flexible work. A September meQuilibrium survey found that hybrid and remote workers may experience higher levels of psychological safety than their on-site counterparts. Employers, meanwhile, may view flexibility as a way to create a level of trust between themselves and their employees.
Managers can play a key role in ensuring the success of a transition to hybrid or remote work, sources previously told HR Dive, although not all jobs lend themselves well to such formats. Leaders can help hybrid employees through struggles by focusing on output, goal setting and making time for one-on-one interactions when possible.
