The Rise of Hybrid: A Look at the Diverging Paths of Remote Work Policies
INTRODUCTION
Who can remember the pandemic? It seems a distant memory, but one result was how it dramatically shifted the landscape of work, thrusting remote work into the mainstream. 1 However, as we emerge from this era of unprecedented change, the picture of remote work is far from uniform. This article explores the diverse approaches employers are taking to remote and hybrid work, examining the factors influencing these decisions and the potential implications for employees, organizations, and the future of work itself.
RECENT ACADEMIC CONSENSUS?
In a Cambridge study from 2022 "Remote working: a double-edged sword for workers' personal and professional well-being" published in the "Journal of Management & Organization" explored both the benefits like flexibility and potentially improved productivity, it was also documented that it can have negative impacts on individuals.
The reason being that ‘blurred boundaries’ between work and personal life can lead to increased stress and work-life conflict. Additionally, remote work can contribute to feelings of isolation and loneliness due to reduced social interaction.
This study emphasizes that the overall impact of remote work on employee well-being varies depending on individual factors and the level of organizational support provided.
Then in early 2024 a Stanford University study by Nick Bloom found that hybrid work arrangements, where employees work from home two days a week, can significantly benefit both employees and employers. The research revealed that hybrid workers maintain the same level of productivity as their office-based counterparts.
More interestingly the article also revealed that employers that maintain a hybrid policy experience a 33% lower resignation rate, and their employees report a boost in work-life balance.
While these single studies are interesting and point in a certain direction it would be good to have a meta-analysis to verify these findings, turns out we have one
Finally, towards the end of 2024 in a funded meta-analysis carried out for NIHIR HPRU in partnership with UK-HSA in cooperation with researchers from Kings College and published in "Journal of Occupational Health".
By combing through 1930 records and establishing a final list of 6 studies, originating from a wide group of countries; Brazil, Greece, Switzerland, Norway, Italy and Australia. In it the researchers found that in general’; “productivity increase when WFH in a hybrid solution” -however “this effect was only clear when support by the organisations HR practices”.
Recommended by LinkedIn
The findings suggest that hybrid work can be a valuable strategy for companies seeking to enhance employee retention, boost productivity, and improve overall well-being within the workforce. However a hybrid approach must be actively supported by the employer, its HR department and the leadership team.
CONCLUSION
There are some clear HR recommendations we can gather from these studies:
- It is recommended that for employees that WFH more that on average 2 days a week employers should be proactive in establishing on-line team-building social activities to build team rapport.
- It is recommended that after a prolonged period of WFH, employers and line managers explore the feasibility of WFH for workers and their individual circumstances. To ensure that appropriate informed decisions can be made as to whether people go back to work, continue WFH, or a hybrid arrangement.
- It is recommended that managers recognize the differences between WFH and office working and take account of this when role planning with their staff.
- It is recommended that staff asked to WFH should be provided with adequate resources and guidance about how to maintain their mental health. Tailored guidance specifically about WFH should include acknowledgment of benefits and challenges associated with homeworking, and emphasizing maintaining healthy behaviours (e.g., taking small breaks, taking a 30 min lunch break away from the computer and/or taking at least 1 walk outside of the house) whilst WFH.
- For any HR practitioners to keep up it is recommended to face this diverging landscape head on. The goal is to be able to be a partner for your business and understand how your companies policies are affecting your workforce, your ability to retain and possibility to recruit top talent.
REFERENCES
STANFORD, USA
CAMBRIDGE, ENGLAND
KINGS COLLEGE, ENGLAND