Neither here nor there: the future of flexible working is hybrid 

Start designing a flexible work strategy by examining the actual work performed. Some organizations have made wholesale announcements that all employees can work remotely for a set period of time (e.g., 2 days per week). While the simplicity of such policies is well intentioned, the reality is that location impacts job productivity differently. For example, product engineering roles can be performed remotely, but productivity is enhanced when teams come together to review blueprints and prototypes. For other roles, such as finance, remote work may have a limited impact on productivity, but cross-functional relationships, intra-office networking, and collaboration can erode over time. Remote work may have even less impact on customer service roles, which are highly autonomous and metric-driven. Conduct an objective job-based assessment to evaluate the level of flexibility that roles and the organization can support with minimal to no impact on productivity. Each organization may find themselves with multiple flexible models that vary across functions based on roles and responsibilities; the key is to do this thoughtfully and analytically.

Next, organizations should refine their strategy by establishing guidelines for a flexible working culture—the behaviors, actions, and norms employees are expected to follow. Whether set times and days for remote vs. in-person working are prescribed or flexible based on employee choice or manager/team determination, putting some guardrails around the options provides clarity and enables a consistent and equitable employee experience across the organization.  

Involve employees in those decisions whenever possible, as employees may be in the best position to determine where they are most productive. A study by Stanford University found that productivity gains nearly doubled when employees had a choice to where they worked (as compared to productivity gains from remote working). Employee surveys or digital focus groups are a great way to gauge employee preferences around longer-term remote working plans as organizations design new flexible models. Equally important, establish boundaries to manage organizational risks and balance the role of choice. For example, fully flexible or “work from anywhere” policies may sound appealing but can bring risk and complexity related to employment and tax law, cybersecurity, and employee health and safety.

Reopening the office and hoping for “business as usual” post-pandemic is unlikely to succeed. Given that most employees have been working remotely for nearly a year, new working patterns and behaviors are thoroughly entrenched. Embrace the change by redesigning the workplace to maximize its benefits and elevate the in-person experience. If employees return to the office only to find themselves on video or conference calls all day, the office environment may feel inconvenient and unnecessary. The result could be frustration and reduced productivity, especially for those with lengthy or expensive commutes.

Take the opportunity for a fresh start, reimagining the role of the physical office. Consider ways to drive purposeful interaction to support those needs. Thoughtful, flexible design can promote collaboration while focusing less on dedicated individual workspaces. Involve employees in this transformation through design thinking sessions to create a space that energizes and inspires. At the same time, capitalize on opportunities to reduce real estate footprint and deliver cost savings to the organization.

The people programs at most organizations—such as performance management, onboarding and talent acquisition—were not designed to support a large flexible workforce. Organizations have survived 2020 with these suboptimal programs, but as flexible working continues at scale the cracks in these programs will emerge and create real issues with productivity, attraction, or retention. Manager enablement is rising to the top of the list of priorities in many organizations. Organizations must support managers in establishing new team norms for flexibility and training them on building new reflexes for leading in a hybrid world. Upskilling opportunities include empowering and equipping them to lead effectively; helping employees establish balance and manage their well-being; building trust; and conveying empathy and inclusivity.

New hybrid working models will undoubtedly lead to the continued advancement of HR technology to support the transformation of people programs. Many employers quickly pivoted to virtual benefit fairs during 2020 to communicate during open enrollment. Other technology options exist to optimize processes like onboarding or talent acquisition in the virtual environment. For example, Donut and Wonder offer employees new ways to meet and connect through virtual coffee breaks or group lunches in a parallel to the classic “watercooler” experience—especially important for new hires who don’t have long-standing relationships within the organization. Organizations must assess the ability of people programs to sustain flexible working at scale, prioritize critical initiatives, and leverage technology to redesign programs to support a flexible workforce.