Years Into the Rise of the Hybrid Work Schedule: What's Working, What's Not and What's Next
Organizations have increasingly tried hybrid work schedules during the past several years. Some have wholly adopted it as an ongoing scheduling option while others wonder about the merits of mixing time spent working at home vs. in the office. With ADP research on hybrid work in mind, here's what seems to be working and what organizations should watch out for.
It's been four years since the global pandemic brought widespread use of people working some days in the office and some days at home, and one thing is clear: The hybrid work schedule seems to be working well.
According to ADP research data, hybrid workers are 1.7 times more likely to be engaged than on-site staff and 1.9 times more likely to be engaged than fully remote workers.
But challenges remain. Not all positions are suited to hybrid work, and not all staff members succeed in hybrid environments.
With many organizations and employees interested in keeping the hybrid work option, it's worth taking a look at what's working, what's not and what comes next.
What's working in hybrid work: Increased productivity and reduced stress
Employee engagement levels are often connected to work output levels. For example, ADP defines engagement as "a positive emotional state of mind that causes people to do their best work." For many employees, this state of ability to do their "best work" depends on their location. According to the McKinsey Global Institute, 87% of employees say they would be more productive if allowed to work their preferred number of days from home than in an office five days a week.
Therefore, hybrid work has the potential to increase employee engagement, which can, in turn, boost productivity.
Employee stress levels also seem to improve with a hybrid work schedule. Among those included in the ADP research, 36% of employees working hybrid schedules said they were thriving versus just 26% of on-site staff.
Members of an ADP ambassador community, representing a variety of industries, were asked how hybrid work has affected them and their teams. The flexibility that comes with hybrid models seems to give employees more autonomy and drive. One HR specialist tells ADP, "Hybrid is necessary for employee motivation," and a payroll analyst says hybrid work is a win-win for work-life balance.
What's not working as well: Creating routines and finding the best fit
Successes aside, hybrid scheduling has detractors. Two of the most common concerns are creating effective routines and ensuring that staff members find the schedule that best fits their skills and work habits.
"Hybrid was difficult to establish a routine for," says one payroll tax analyst. A payroll manager noted concerns about the ease of collaboration despite how much employees liked having schedules that had them in and out of the office on different days.
When staff come to the office and work days start simultaneously, it can be relatively easy to track down someone you need to talk to in person. Under a hybrid model, employees may select hours that better accommodate their schedule. This can make it more difficult for teams to connect and collaborate.
"There are some employees who get a lot more done while working at home because they don't have all the distractions from the office," observed a bookkeeper contacted by ADP. "At the same time, there are employees who are the opposite, and it's a matter of figuring out what works best for each person."
However, one CFO was clear about the importance of starting new staff on site: "New employees need to be in the office with experienced people for several months to even a year to ensure their training continues and that they see the culture."
What comes next: New tech, more trust
With hybrid schedules becoming commonplace, there's room for innovation and improvement.
For example, new technologies such as AI-enabled video conferencing and collaboration tools can help staff do more remotely. From devices designed to filter out noise and keep cameras centered on people attending a video call to large language models that make it possible for teams to brainstorm new ideas collaboratively, there's plenty of opportunity for advancement.
But this kind of innovation also involves a need for organizations to trust their employees to get their work done, regardless of location.
In practice, this means prioritizing what work gets done instead of where it is completed. Output creation rather than input location is the measure. As long as work is getting done and employees are available at predesignated times, where and how they do their work doesn't matter.
What businesses need for hybrid schedules to succeed
Creating a hybrid work schedule that works for staff and the C-suite requires more than good intentions and a shared calendar. Instead, organizations need to take a methodical approach to hybrid work that considers both employee needs and business requirements.
Providing the right tools for the job
Chris Lobo, payroll manager at HR Options, points out that you have to ensure your colleagues have what they need to work effectively in and out of the office. You need to leverage collaboration, task management and project management tools for people across the organization if you're going to successfully maintain a hybrid work model.
Facilitating how colleagues connect with each other also falls under this category. "You need to have systems in place for communication," notes one payroll supervisor. It's crucial to adopt one main system for all employees to send messages, share calendars and swap information.
For Monika Topczylko of HMD Trucking, a key factor is portability and being prepared. "Staff should have a folder ready to go when they transition that they can take with them or bring back to the office whenever needed," she says.
Valuing teamwork and efficiency
According to the ADP research, employees who are part of a team are more likely to be engaged, regardless of what their work schedule looks like. On-site staff had the highest differential, with three times more engagement when they were part of a team while hybrid workers were two and half times more likely to display consistent engagement.
Organizations also need to recognize that with increased engagement and productivity may come a decrease in hours worked. Consider that ADP figures show that compared to 2019, adults aged 35 and younger worked one hour less per week in 2023. While this may seem like a lost opportunity for increased performance, it's more likely a reflection of the fact that many staff find themselves less distracted at home than in the workplace.
Making it work: Giving hybrid a helping hand
Hybrid work likely isn't going anywhere. As a result, it's no longer about making these schedules optional, but rather ensuring their optimality.
This starts with a recognition of what works well. Productivity goes up and stress goes down when hybrid work is an option. There are also challenges to consider, such as establishing a routine and making sure staff have schedules that align with their strengths. Finally, businesses need to embrace the changing nature of hybrid work, from AI-driven toolsets to outcome-based evaluations.
Successful hybrid schedules don't just happen on their own. Organizations have to be thoughtful about how a hybrid work option can maximize employee engagement and productivity. For the hybrid model to take hold effectively, HR leaders need to stay informed about how it's being used across different industries.
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