While they differ on when and how often people should return to the office, most employers and employees agree that the future of work will be “hybrid”, with some people on-site and others at home, depending on the day. A Vergesense survey found 74% of organizations intend to adopt some kind of hybrid model long-term.
In theory, hybrid work promises the flexibility of virtual plus the social benefits of co-location. Yet, in practice, it is difficult for workers, managers, and administrators to navigate two parallel systems. And hybrid introduces new challenges for equity and inclusion, with remote employees suffering from negative perceptions of their productivity and fewer opportunities to network.
But, given most of the world seems headed for hybrid, is there any way organizations can have their remote cake and eat it, too?
There are no perfect solutions, but a few suggestions include:
In today’s economy, the decision most organizations face is not between remote work and in-office work, but between purely remote work and hybrid work. As long as you go into hybrid work expecting it to take twice – rather than half – the effort of a 100% virtual team, it is possible to make these arrangements work.