As companies think through their options to structure their workforce as the COVID-19 pandemic continues to evolve, many are considering the adoption of hybrid models that blend remote work with in-office schedules in various ways.
Since not every hybrid model is the same, consider these explanations of some of the current configurations that employers are exploring and implementing:
Fully Remote as the Primary Model
Many organizations experienced great success with remote work during the pandemic and are now enjoying greater productivity and other benefits of having employees work from home. Within this model, some companies may be able to realize great cost savings by relinquishing some or all of their office space in favor of a distributed workforce.
Other organizations may opt to keep at least some office space, even with a fully or primarily remote work group, in the event that occasional office visits or meetings are helpful for some roles or lines of business.
Work-From-Home and In-Office Blend
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In this hybrid setting, some employees may prefer to continue working from home, while others may feel ready to return to work at the company’s office. Schedules among these team members may flex and change, with some people adopting a fully remote schedule, some working fully in-office, and others switching back and forth between the two options on different days of the week or month.
This model requires dynamic leadership to help create a strong hybrid culture, ensure effective communication while people are doing different things from different places, and help create connections between on-site and off-site employees.
Traditional Flex Arrangements From an Office-Based Setting
Employers in some industries may rely on staff working primarily in the office but may now be more open to empowering workers to take advantage of greater flexibility in their work location than in the past. In this model, while the default work arrangement would be on-site, managers would be open to exploring flexible arrangements with employees on an as-needed basis.
These might include working from home or from other remote locations, scheduling flexibility, or some level of occasional hybrid working. In this setup, it’s important for leaders to foster an atmosphere of inclusion for those who do work remotely or flexibly so that they’re not left out of the loop.
Leadership On-Site, Employees Remote
Some companies may need to have the management team working at the office but can still allow greater flexibility for hires who aren’t in leadership positions. If an employer can offer remote, hybrid, or other types of flexible arrangements to these employees, it will give them a competitive advantage, since research has shown the vast majority of workers value flexibility.
If work teams are distributed while managers are in a common location, it’s critical for the latter to create reliable information streams so that remote staff stays up to date on company issues and management decisions, which can help create a stronger culture. In some cases, this model may be reversed with non-manager employees on-site and the leadership team working in a hybrid capacity.
With multiple hybrid models available, it’s important for employers to explore how each type works and choose which option is best for them. With flexibility at the core of each of these possibilities, if one model doesn’t achieve the desired goals, an organization can always try out one of the alternatives.
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