Hybrid Work Model Implementation

HYBRID WORKING A recently published study* examined the impact of hybrid working on job satisfaction, employee turnover and retention, and performance. The researchers conducted a six-month randomized control trial (RCT) during 2021-2022. The study involved 1,612 employees (395 of whom were managers) from a Chinese technology company. Participants were from different departments, and were randomly selected into the ‘treatment group’ (hybrid working) or the ‘control group’ (100% in office). In addition, the researchers reviewed company data such as performance reviews and employee promotions for up to two years after the experiment had ended. 𝗠𝗔𝗜𝗡 𝗙𝗜𝗡𝗗𝗜𝗡𝗚𝗦 • The attrition rate fell by 33% among the employees who went from working in the office all the time to a hybrid schedule. The company stated that this, along, saved them millions in recruitment and on-boarding costs. • Women, non-managers, and those with long commutes were the least likely to resign after moving to hybrid working. However, managers likelihood of resigning was not affected by the ways of working. • Job satisfaction levels increased in the hybrid group. • Before the experiment, managers tended to be more negative about hybrid working, citing concerns about an impact on productivity. They tended to be more positive about hybrid working after the experiment. • There was no difference in performance between the office and hybrid groups, debunking the idea that performance drops with hybrid working. • There was no difference in development and career progression rates between the office and hybrid groups, debunking the idea that hybrid working affects access to career opportunities. The use of an RCT gives us a high degree of confidence in the findings as they are due to the hybrid experiment rather than any other factors. 𝗧𝗛𝗜𝗡𝗚𝗦 𝗧𝗢 𝗕𝗘 𝗖𝗔𝗥𝗘𝗙𝗨𝗟 𝗢𝗙 • While a randomised controlled trial (RCT) is the gold standard for empirical research, the findings from this study are from a specific sector in a specific country. This may make it difficult to generalise the findings in other contexts. 𝗧𝗛𝗜𝗡𝗚𝗦 𝗧𝗢 𝗧𝗛𝗜𝗡𝗞 𝗔𝗕𝗢𝗨𝗧 • As the lead researcher emphasises, hybrid shouldn’t be confused with fully remote. Yet, this is the mistake that is often made. • Any kind of remote work – whether its all the time or hybrid – fails to work when it is poorly managed. It’s also not a case of ‘lifting and dropping’ policies and processes that were designed with the office in mind. This is also the case for management development. Creating specific learning geared toward what it means to manage hybrid workers is a good idea. *Bloom, N., Han, R., & Liang, J. (2024). Hybrid working from home improves retention without damaging performance. Nature, 630, 920-925.

We measure bandwidth at work. But not human connection. In hybrid and remote models, connection is the challenge. Too many employees commute in, only to find no one there. Too many remote workers feel busy, but isolated. Our research shows how to fix this. 1. Overlap drives value. Only 35% of employees see close collaborators on in-office days. When overlap is low, employees call office days “not valuable.” Coordinating anchor days improves connection without increasing office time. 2. One day goes far. Just a single office day a week builds 70% of cross-functional ties. Additional days have steep diminishing returns. Quality of overlap matters more than quantity of visits. 3. Managers set the tone. Many employees go 180+ days without seeing their manager in person. Regular 1:1s in-office or via video build trust and alignment. Manager facetime correlates with stronger digital connection as well. 4. Leadership visibility matters. Employees with regular executive facetime show higher belief in mission. Executive absence erodes connectivity across the org. Leaders must be seen, not just heard, to reinforce culture. Hybrid and remote work are not just about flexibility. They are about connection, overlap, and access to leaders. Do your hybrid days build connection or just fill calendars?

The CHRO interrupted the board meeting. "You're about to lose 40% of our workforce." She had the resignation letters to prove it would be a $6.7M mistake. "This will destroy our best people." The CEO had just announced mandatory return-to-office. Full time, no exceptions, effective immediately. "We need our culture back," he told the leadership team. The CHRO, Lisa, didn't nod along like everyone else. She spoke up. "Here's what happened when our biggest competitor tried this." She pulled up the numbers: - 23% of their workforce quit within 60 days - Employee satisfaction plummeted - Recruiting costs tripled - Revenue dropped 15% that quarter "They reversed the policy after three months," she said. "But the damage was done." The room went dead silent. The CEO stared at her screen. "But our office investment..." Lisa was ready for this. She'd already run the analysis. "The real estate costs us $2.3M annually. We're about to lose talent that costs $8M to replace. The math doesn't work." Then she showed him her alternative: Hybrid policy with mandatory collaboration days. Redesign office space for team connection, not individual work. Measure results instead of arbitrary “butts in seats.” The CEO asked: "What if productivity drops?" Lisa pulled up performance data from the last two years. Remote employees had higher performance ratings. Lower sick days. Better retention. "Our best people will leave for companies that trust them." Six weeks later, the CEO implemented Lisa's hybrid model. The results after six months: - Zero resignations related to work location - Highest employee satisfaction scores in company history - Marked improvement in recruiting pipeline But the bigger win was this: The CEO now asks his CHRO’s opinion before making people decisions, not after. He learned something important: The best HR leaders prevent the bad ones from happening.

Your Hybrid Team is Functioning — But Are They Thriving? * Flexible schedules are in place. * Tools like Slack and Zoom are running smoothly. * Projects are moving forward. Yet… cracks are starting to show. That’s because hybrid work isn't just about location flexibility. It brings hidden challenges that, if ignored, can hinder collaboration, engagement, and productivity. So, What Are the Biggest Challenges of Hybrid Work — and How Do You Overcome Them? 1. Communication Gaps Between In-Office and Remote Teams Hybrid teams can easily fall into information silos. → Standardize communication channels across teams. → Host regular all-hands and sync meetings. → Encourage over-communication when in doubt. Transparency keeps everyone on the same page — no matter where they are. 2. Micromanagement and Lack of Trust Hybrid work requires trust, but remote settings sometimes tempt leaders to micromanage. → Shift focus from hours worked to outcomes delivered. → Empower teams with autonomy and clear goals. → Promote a culture where accountability is shared. When people feel trusted, performance naturally improves. 3. Employee Burnout and Blurred Work-Life Boundaries Without clear boundaries, hybrid employees risk burnout. → Normalize respecting offline hours. → Encourage regular breaks and wellness initiatives. → Promote mental health resources openly. Well-being drives sustainable productivity. 4. Technology Hiccups and Tool Fatigue The wrong tech can slow teams down. → Invest in intuitive, collaborative platforms. → Regularly review your tech stack for relevance and ease of use. → Train employees to use tools effectively. The right tools make hybrid work seamless, not stressful. 5. Weakening Team Culture and Connection Without effort, hybrid teams may lose their sense of belonging. → Plan virtual team-building and casual interactions. → Celebrate wins, birthdays, and milestones—online and offline. → Reinforce shared values and team rituals. Connection is what transforms a team into a community. Hybrid work offers flexibility, but it also demands intentional leadership. The real question is — is your hybrid team just working, or are they working well together? Because when hybrid teams feel connected, trusted, and supported, they don’t just meet expectations. They exceed them. What Hybrid Work Challenges Are You Tackling Right Now? Drop your insights below. Would you like me to also suggest a hook line or headline variation for extra engagement? —- 📌 Want to become the best LEADERSHIP version of yourself in the next 30 days? 🧑💻Book 1:1 Growth Strategy call with me: https://lnkd.in/gVjPzbcU #HybridWork #LeadershipMatters #RemoteTeam #WorkCulture

To RTO or Not RTO? Crafting effective strategies for Return-to-Office (RTO) and hybrid work has been a mixed bag. While some organizations have cracked the code, others have simply followed suit (i.e., "Company X mandates 5 days in the office, so we will too"). Fortunately, some keen researchers have pinpointed best practices to help you: a) Determine which approach (fully in-office, hybrid, or remote) best serves your business b) Operationalize that approach for the long haul Here are their 5 recommended steps to integrate remote and hybrid work into your business strategy: 1. Define market and innovation goals. 2. Establish a governance approach. 3. Identify internal data and analytics. 4. Assess the impact on recruitment and retention. 5. Equip managers with the necessary skills and capabilities. In my experience, every corporate goal should align with your RTO/Hybrid/Remote designs—not just market and innovation goals. A crucial part of your talent strategy is to identify the specific skills, roles, and teams essential to achieving each business goal. Consider which deployment model best empowers your talent to perform at their peak and drive the organization's success in quantifiable terms. Additionally, identifying meaningful data can lead to robust, evidence-based decisions about talent deployment and its impact on business outcomes. When talent deployment aligns with strategic goals that can be monitored and reported, the discussion about what works (or doesn't) for business performance is more factual. This includes tracking productivity data, such as time spent in meetings versus with customers or on focused work. Further insights into AI's role in handling repetitive tasks and minimizing human interaction until absolutely necessary can prompt us to rethink how work gets done, how we're organized, and how we can unlock greater performance and operational effectiveness. Lastly, let's not forget the backbone of our organizations: managers. Managers need continuous development to enable, support, and empower their teams. They can benefit from coaching (both human and AI-enabled), dedicated forums and continuous micro-learning experiences with strategies to navigate the dynamic work landscape and enhance their leadership skills. It is my belief that organizations that strategically embrace hybrid and remote work design practices into their business strategy will thrive in the modern work landscape.

Hybrid working models don't fail. Unintentional hybrid ones do. Over the past few years at Abacum, I've learned hybrid work isn’t about splitting time between home and the office—it’s about being intentional with how and why you use each environment. Some of my most meaningful coaching conversations with the team have happened because on days I go in, I intend to allow for spontaneity. And yes, some days I screw up. I show up with the intention of having more time, realize I have to spend the whole day in a phone booth on back to back meetings, and I emerge at the end of the day, high five the team, and leave. But more recently, I've set very clear intentions to allow for brainstorming and spontaneous, informal conversations. And it's made a world of difference. Here’s how we create intentionality at Abacum: ➝ Calendar management is everything. Allocate remote work time intentionally to meet targets and prioritize what really matters. ➝ Making in-office time meaningful. Whenever you’re in the office, prioritize creating spontaneous moments—those side conversations that spark new ideas or solve problems you didn’t know existed. ➝ Building culture in a hybrid environment isn’t automatic. We plan ahead, whether through regular in-person 1:1s, team events, or simply taking time to connect beyond work. Hybrid is powerful but it’s about creating a culture that takes the best from both worlds and being intentional.

Hybrid work sounds great on paper, but the reality? It often brings a whole new set of challenges that leave employees feeling disconnected, over-scheduled, and constantly multitasking, and individual focus lies on responding quickly rather than good. no wonder many people think of shifting jobs. The very top of the list of frustrations right now for the many: 1. The frustration of constant meetings: You’ve got important work to do, but meetings are scattered throughout the day, leaving no room for deep, focused work. And I mean it: No room. 2. Collaboration chaos: It’s a mix of Teams/Slack messages, email threads, and status meetings, but things still slip through the cracks. Death by information by text messages, whatsapp, email, LinkedIn, Yammer, Teams, Social Media. Literally drowning. 3. Uninspiring meetings: Most of the time, meetings feel like they’re wasting 90% of your time – one person talks while the rest silently check out. It could have been an email 80%. • • • It doesn’t have to be this way. Here’s how to make hybrid work, work: 1️⃣ Create time to get sh!t done. The old way: Cram important work around endless back to back meetings. The new way: Focus time takes priority over meetings. Block time in your calendar for meaningful, uninterrupted, distraction less work. 2️⃣ Collaborate (mostly) asynchronously. The old way: Endless status meetings and Teams channels overload. The new way: Use short video clips and/or goal-tracking apps for asynchronous updates, cutting down the need for real-time check-ins. Yes, this is a real thing 😃. 3️⃣ Make meetings exciting again. The old way: One person dominates, and everyone tunes out. Maybe managing emails meanwhile? The new way: Center meetings around a shared presentation or document. Everyone reviews and comments silently before, then dives into discussion. Every meeting should move the work forward. Avoid what I call archipelago work. • • • Hybrid work doesn’t have to be a drain. It can drive innovation – when done right. How are you rethinking your hybrid work strategy? #FutureOfWork

The Future is Hybrid: How Leaders Can Spark Innovation in a Blended Workplace The rise of the hybrid work model presents both challenges and opportunities for fostering innovation. While geographical distance can hinder collaboration, it also opens doors to diverse perspectives and talent pools. As leaders, it's crucial to adapt our approach to nurture creativity and drive innovation in this evolving landscape. Here's how leaders can foster innovation in a hybrid workforce: Embrace technology: Utilize collaboration tools that bridge physical and virtual divides, fostering seamless communication and teamwork. Promote psychological safety: Create an environment where employees feel comfortable sharing ideas, taking risks, and learning from failures, regardless of location. Build trust and transparency: Foster open communication channels, regular check-ins, and transparent decision-making to ensure everyone feels valued and informed. Invest in upskilling and reskilling: Equip employees with the skills needed to thrive in a hybrid environment, including digital literacy, collaboration tools, and effective communication in a virtual setting. Celebrate diverse perspectives: Encourage participation from all team members, leveraging the unique strengths and experiences of both in-office and remote employees. Remember, innovation thrives on connection and collaboration. By implementing these strategies, leaders can cultivate a thriving hybrid work environment where innovation flourishes, regardless of physical location. #InnovationLeadership #HybridWork #FutureofWork #Collaboration #PsychologicalSafety #DiversityandInclusion Share your thoughts and experiences! How are you fostering innovation in your hybrid workplace? What challenges have you encountered, and what strategies have proven successful?

𝐓𝐡𝐞 #1 𝐡𝐲𝐛𝐫𝐢𝐝 𝐰𝐨𝐫𝐤 𝐦𝐢𝐬𝐭𝐚𝐤𝐞 𝐦𝐚𝐧𝐲 𝐜𝐨𝐦𝐩𝐚𝐧𝐢𝐞𝐬 𝐦𝐚𝐤𝐞? ...they think showing up = collaboration. But in-office time without structure doesn’t drive performance — it just creates presenteeism. One of the 12 Distributed Work Models we’ve identified is 𝐎𝐮𝐭𝐩𝐮𝐭-𝐎𝐩𝐭𝐢𝐦𝐢𝐳𝐞𝐝 𝐇𝐲𝐛𝐫𝐢𝐝. It works best for companies that: ✅ Want structured in-office time with clear goals ✅ Need face-to-face collaboration for specific tasks ✅ Are balancing remote flexibility + business needs The challenge? Leaders who implement hybrid work without defining why and how employees should be in the office end up with disengaged teams and wasted real estate costs. Instead, leaders should be asking: - How do we structure office time for maximum impact? - What tasks actually require in-person work? - How do we measure success beyond office attendance? If you want the full breakdown of all 12 models, download a copy of our e-book here: https://lnkd.in/dctjyCgm #HybridWork #FutureOfWork #Leadership #RemoteWork