What Is a Hybrid Schedule? What's Working — and What's Still Missing
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.
Five years after the initial shift to hybrid work, many organizations have moved from experimenting to institutionalizing it. As companies ask, "What is a hybrid schedule?" some have adopted consistent patterns, while others are still calibrating the right mix of office and remote time to drive the best outcomes.
The data is encouraging. 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 engagement alone doesn't guarantee success. Not every role aligns with hybrid work, and not every team operates well without clear expectations.
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."
Common hybrid work schedules
When leaders ask questions like, "What is a hybrid schedule?" they're often picturing a single model. But hybrid work comes in many flavors, each with strengths and trade-offs. Here's how the most common schedules compare:
3/2 split (three days in, two remote)
This is a structured, dependable option that provides a steady in-office rhythm while preserving some flexibility for employees. Often, Mondays and Fridays are remote, creating a buffer around the office-based core of the week. This model appeals to companies that want to maintain a sense of presence without returning to a five-day office mandate. It can be effective in environments where project collaboration benefits from regular syncs but doesn't require daily colocation.
Why it works: Employees get the structure of collaboration without sacrificing flexibility.
What to watch: Without flexibility, this can feel like office-first with a remote veneer and can backfire, especially for roles that could be just as effective fully remote. Flexibility within structure is key.
4/1 split (four days in, one remote)
This schedule is designed for companies that want to ease into a hybrid model without letting go of a strong in-office culture. It's often used in industries like finance, consulting or healthcare-adjacent services where client presence, real-time responsiveness or shared infrastructure matter. This format helps preserve team rituals — daily standups, in-person reviews, spontaneous collaboration — while offering one day for focused work or personal needs.
Why it works: Preserves in-office culture while introducing flexibility.
What to watch: May feel like lip service to flexibility. In a competitive talent market, especially for younger or geographically dispersed workers, it risks losing appeal unless paired with other well-being initiatives. In fact, younger generations consistently rank work-life balance as their top employment consideration, a trend companies can't afford to ignore.
Alternating days
Employees alternate their in-office presence based on a shared calendar or team agreement. For example, one group might come in Monday/Wednesday and another on Tuesday/Thursday. This setup helps manage space constraints and reduce desk density, making it ideal for companies with limited office capacity. It can also create a more equitable system by standardizing access to resources like conference rooms and whiteboard time.
Why it works: Helps optimize limited office space, reduces overcrowding and ensures all teams have fair access to shared resources.
What to watch: Can create silos. ADP research warns of culture dilution when face time becomes inconsistent, especially as remote employees may miss out on career opportunities due to less visibility.
Staggered days
Unlike alternating days, staggered schedules give individuals the freedom to choose their in-office days based on personal preference, as long as it aligns with team goals. It's one of the most flexible models and often the most employee-friendly. It works particularly well in creative, technical or analytical roles where output matters more than visibility. When executed well, it creates a sense of ownership and accountability.
Why it works: Maximizes autonomy and employees can align work with their energy and focus cycles.
What to watch: Without strong norms around availability, teams may drift into asynchronous silos. Tech tools and meeting clarity become critical in keeping things stitched together. Organizations are increasingly investing in well-being tech and one-on-one check-ins to maintain cohesion amid asynchronous setups.
Cohort-based scheduling
Entire teams or departments come into the office on the same designated days each week. This preserves spontaneous collaboration, mentorship and cohesion, which is especially important for onboarding or cross-functional alignment. It's a model that lets organizations build structure without full rigidity. Leaders often choose cohort schedules to rebuild culture post-COVID, especially as burnout and workload strain continue to challenge retention.
Why it works: Fosters team cohesion and spontaneous collaboration while providing structure.
What to watch: Requires solid coordination across departments. If cohorts overlap poorly or space planning lags behind, the schedule can create more friction than flow.
As talent becomes more geographically dispersed — 31% of workers now operate cross-metro, also known as long-distance or remote workers — hybrid policies must accommodate not just flexibility, but fairness across time zones and jurisdictions. That means compliance, communication and care must scale with your workforce.
What are your hybrid work priorities?
Hybrid work is a strategic approach to solving core business challenges. Its value depends on alignment with your company's priorities. To build an effective model, start by asking: What problem are we solving? Here are three potential goals and the data to support them:
1. Increase employee satisfaction and retention
According to ADP data, employees who feel cared for are:
- 92% more likely to be engaged
- 65% more likely to stay loyal
- 56% more productive
Hybrid models can play a major role in helping employees feel cared for. When employees can build work commitments around life instead of being asked to choose one or the other, they stay longer and perform better. Personalizing your company's approach to hybrid work can go a long way to showing how the organization supports employees.
2. Protect focus time and prevent burnout
ADP data also reveals that 43% of employees report burnout and mental health issues impacting performance. And 80% say it affects their emotional well-being.
Hybrid work supports both focus and flexibility when structured with intention. Remote days give employees the space to tackle deep, uninterrupted work. Office days create opportunities for collaboration and connection. Managers play a critical role in setting clear expectations, helping employees prioritize tasks and reinforcing healthy boundaries that prevent overload.
3. Reduce absenteeism without reducing engagement
Flexibility helps reduce the use of sick time and improves well-being, as noted in ADP research. It also helps mitigate stress from "doing more with less," which is a lingering effect of post-pandemic workforce shifts.
In a variety of daily life situations, hybrid work provides an alternative to being absent from work for a full day. Running late to childcare drop-off? Adjusting for a delayed train? Flexibility means employees can stay involved and miss less work, even when life intrudes. When done well, hybrid work isn't a compromise. It's a strategic retention tool, anchored in personalization, protected time and clear priorities.
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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