literature review on hybrid work model

Nurturing teamwork and team dynamics in a hybrid work model

Central European Management Journal

ISSN : 2658-0845

Article publication date: 26 February 2024

We aimed to analyze the impact of the transition to the hybrid model of teamwork and team dynamics from the perspective of the five key challenges, i.e. communication, coordination, connection, creativity and culture.

Design/methodology/approach

To achieve the stated aim, we conducted a literature review and then an exploratory qualitative study. We split the research into phases: December 2021 to January 2022 and July to August 2022. In the first phase, we conducted computer-assisted online interviews (CAWIs) with all members of the remote team and an in-depth interview with the manager. After the transition from remote to hybrid work in February 2022, we returned to the team to conduct in-depth interviews with team leaders and the manager.

We identified key findings, i.e. managerial implications of differences across the 5 Cs (communication, coordination, connection, creativity and culture) noted in the functioning of the analyzed team as the team shifted from fully remote work to the hybrid work model.

Research limitations/implications

We concluded that if people do not spend time together and are not impregnated with the unique culture and values of a given organization, they will not feel a connection to its distinctive ethos and may choose to leave. In the longer-term, the last challenge may be the biggest single opportunity for employees post-pandemic and concurrently the single biggest challenge that organizational leadership will need to address, given that sustainable market success depends on talent.

Originality/value

The results showed that team communication, teamwork coordination, social and emotional connections among team members, nurturing of creativity, as well as of the organizational culture were of high importance to the team in the hybrid work model. Thus, we confirmed the findings of other authors. The study contributes to our understanding of the impact of the hybrid work model on teamwork and team dynamics and provides some guidance on how organizations can mitigate these, in particular through the team manager.

Hybrid work
Team dynamics
Team management
Change management

Buła, P. , Thompson, A. and Żak, A.A. (2024), "Nurturing teamwork and team dynamics in a hybrid work model", Central European Management Journal , Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/CEMJ-12-2022-0277

Emerald Publishing Limited

Published in Central European Management Journal . Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at http://creativecommons.org/licences/by/4.0/legalcode

Introduction

The coronavirus 2019 (COVID-19) pandemic was a tough test for organizations worldwide. We have managed to contain the risks of the pandemic and are amidst the great return to offices worldwide. However, for the vast majority of those who “went remote” in the thick of the pandemic, this has meant a “new normal” rather than a return to the office. The new normal is a hybrid workplace, with at least some work done outside the office. It remains unclear whether humanity will overcome the challenges of working remotely and whether the hybrid model will not create additional challenges. We aimed to analyze the impact of the transition to the hybrid model on teamwork and team dynamics from the perspective of the five key challenges, i.e. communication, coordination, connection, creativity and culture. This article investigates the topic of teamwork and team dynamics in the hybrid work model in a two-pronged approach, i.e. a literature review, to define a structured lens to assess the challenges of hybrid work, and then an in-depth study of an expert team established remotely during the pandemic and transitioned to hybrid post-pandemic. The team situation allowed us to closely examine the impact of the transition to the hybrid model. We recognize that the hybrid model is relatively new and thus that their findings may be silent on the longer-term implications and challenges of the hybrid work model on teamwork and team dynamics (see Table 1 ).

In this article, we understand a team as a small group of people with complementary skills, presenting a common approach to work, who are genuinely committed to and jointly responsible for a common goal and specific objectives ( Katzenbach & Smith, 2008 ). On the other hand, teamwork is the set of interrelated thoughts, actions and feelings of each team member that are needed to function as a team and that come together to facilitate coordinated, adaptive action and achievement of task and task goals, resulting in value-added outcomes ( Salas, Sims, & Burke, 2005 ). The ability to work in a team is one of the most sought-after skills as team-based organizational projects are becoming the norm in many companies owing to the added value teamwork creates by making good use of employees’ diverse knowledge, skills and abilities ( Rudawska, 2017 ).

The concept of hybrid work

In the hybrid work environment, employees work part of the time in the traditional office and partly elsewhere. People can split their work time across locations thanks to digital technologies. Rahaman, Kudo, Rawling, Ren, and Salim (2020) highlight the disappearance of physical barriers among team members, enabling individuals to choose where to work and which tools to use. Employers may implement the model in various ways. In some cases, they may ask only some employees to work remotely, while others work in the office. Alternatively, the same people come into the office on defined days and work remotely the rest of the week ( Iqbal, Khalid, & Barykin, 2021 ). Hybrid teams meet face-to-face occasionally, which sets them apart from teams that work fully remotely and never meet physically, and traditional teams who work in the same location daily ( Fiol & O’Connor, 2005 ).

The mixed or hybrid model is likely to be incorporated into organizational strategies not only in the short- but also long-term. Alexander et al. (2021) recommend it to organizations that want to combine the benefits of remote work with those of traditional work. The shift will necessitate significant changes in organizational culture, the establishment of new ways of working, and the development of related work policies and procedures ( EURES, 2021 ; Guidetti, Converso, Sanseverino, & Ghislieri, 2022 ). Organizations that successfully integrate the hybrid work model will secure a material competitive advantage in today’s rapidly changing world ( Santos, Pache, & Birkholz, 2015 ).

Opportunities and challenges

The hybrid work model enables a balance between physical engagement in organizational matters and the independence and comfort of working from home ( Baker, 2021 ). For many, it is the perfect merger of work with lower stress, which yields greater productivity ( Elsbach, 2003 ; McElroy & Morrow, 2010 ). It saves employees’ time (no work commute) giving a better work–life balance, and thus greater effectiveness and work satisfaction ( Sundstrom, Burt & Kamp, 1980 ; Cole et al. , 2012 ; Kim & De Dear, 2013 ). Hybrid work is also conducive to creativity and improves relations with clients ( Moll & de Leede, 2016 ); it lowers infrastructure costs, including office space, office maintenance and administration ( Grzegorczyk, Mariniello, Nurski, & Schraepen, 2021 ). It also enhances the employer’s recruitment reach beyond office proximity ( Beno, 2021 ).

Moreover, the hybrid model also introduces challenges that organizations and employees need to address. The model makes it hard to maintain and foster corporate culture, effectively manage teams and drive collaboration, and ensure mental health and high productivity ( Berger, Weber, & Buser, 2021 ). The above challenges guide us to where management should focus: motivating hybrid teams, supporting their productivity and fostering the organizational culture to retain talent ( Leja, 2021 ). The first relates to soft management competencies – team integration and communication, encouraging employees to play an active role in organizational culture, facilitating meetings and onboarding hybrid employees. The second relates to securing higher productivity among employees, including new hires; this requires easy access to all work-critical information (e.g. training, documentation and instructions) to develop and improve the quality of the provided products or services and to create a safer work environment. However, tools and processes are not the foundation of the hybrid model. Its success relies on trust. This is the only means to retain employees who may not feel closely connected to the organization without face-to-face integration. Such people are more likely to experience burnout or demotivation. Furthermore, they also find it easier to change employers. Thus, employee personal and professional development is critical in the hybrid organization.

Our article analyzes the five main challenges mentioned by both management theorists and practitioners. These can be seen as key to building a sense of community and belonging across the organization. These are communication, coordination, connection, creativity and culture. A number of authors identified these challenges (see, e.g.: Bolisani, Scarso, Ipsen, Kirchner, & Hansen, 2020 ; Kniffin et al. , 2021 ; Morrison-Smith & Ruiz, 2020 ; Spicer, 2020 ; Berger et al. , 2021 ; Kovacs, Caplan, Grob, & King, 2021 ; Li, Liu, Mai, & Zhang, 2021 ; Yang et al. , 2022 ; Babapour Chafi, Hultberg, & Bozic Yams, 2022 ; Bloom, Han, & Liang, 2022 ; Brucks & Levav, 2022 ; Delany, 2022 ; Kropp & McRae, 2022 ; Maurer, Bach, & Oertel, 2022 ). Haas (2022) identifies these as the 5Cs, which we used to analyze the case study data.

Communication

Effective communication is the foundation of hybrid work. It is critical to its success. Therefore, it constitutes a potential high risk. Mistakes in communication may lead to weak information flow, gaps in know-how, barriers to effective teamwork and team members exclusion.

Communication encompasses formal and informal interactions, the challenges of asynchronous communication and time zones. Despite significant technological advances, nothing can fully replace face-to-face interactions, which include non-verbal communication and ambiguous and difficult-to-convey messages. The manager must align the communication mode to the complexity of the conveyed information ( Alexander, De Smet, & Mysore, 2020 ). Being proactive is also important. Regular communication and constructive feedback are a must ( EURES, 2021 ). It is important that employees who work remotely and those who work in the office feel they have equal access to team management and to informal team interactions, like those when people eat lunch together in the cafeteria ( Alexander et al. , 2020 ).

Coordination

It is important to focus on communication because it affects the team’s coordination and ultimately its productivity ( Uitdewilligen & Waller, 2018 ; Kollmann, Hensellek, Stöckmann, Kensbock, & Peschl, 2020 ). Maurer et al. (2022) highlight the importance of factors that help teams comply with rules related to working effectively from home. Second, it is important to analyze how team members behave when they work from home to detect early signs of work–life conflicts ( Maurer et al. , 2022 ). “Faultiness” may appear between those who work together in person and those who work remotely owing to the extra effort needed to coordinate. Initially, those not in the office are left out of insignificant decisions (e.g. where to have lunch), but with time, they may also be excluded from important discussions ( Haas, 2022 ).

Remote employees depend on information and communication technologies (ICT) tools to communicate with their managers, co-workers and others. Long hours in online meetings lead to “zoom fatigue” (physical and emotional exhaustion caused by extensive screen time and limited communication), as well as greater passive listening and non-stop partial attention, which increases tiredness and headaches ( Majumdar, Biswas, & Sahu, 2020 ). Additionally, it contributes to emotional fatigue, stress and is detrimental to our productivity ( Rose, 2010 ). The phenomenon of continuous partial attention (CPA) associated with video conferences may lead to anxiety, psychological exhaustion and sleeplessness, and may lower concentration, appetite and even sexual drive.

Work from home and communication through digital technologies limit our work interactions and reduce networking opportunities ( Sokolic, 2022 ). Informal connections and difficult access to information may be especially detrimental to new joiners’ ability to develop and advance their careers ( Kropp & McRae, 2022 ). Hybrid work carries the risk of a “dominant class” consisting of people who feel to be in the center of the organization and are strongly engaged, and an “underclass” of those who feel pushed onto the margin and disconnected not only from work but also from social interactions ( Haas, 2022 ).

The pandemic triggered many enterprises to quickly implement new solutions in, for example, work organization and digital technologies. In the long term, such changes may be detrimental to employee creativity ( Kniffin et al. , 2021 ; Morrison-Smith & Ruiz, 2020 ) in particular if the new solutions lower the frequency of informal exchanges that help to establish a common work atmosphere of collaboration and trust, which fosters innovation ( Łużniak-Piecha & Bobrowska, 2020 ). Hybrid work endangers both individual and collective creativity ( Haas, 2022 ). Even though organizations can hold brainstorming sessions on Zoom, the defined times and formats may prove less productive than impromptu face-to-face chats. While time alone can help focus on new ideas, it is unclear whether working alone is fully conducive to creativity. According to Ritter and Dijksterhuis (2014) , some social interactions and spontaneous conversations with co-workers, a glance at a random knick-knack in a colleague’s office cubicle or even changes in scenery during a work commute may be critical for creativity.

In the hybrid work system, in the absence of physical interactions, an individual may lose contact with co-workers. In the traditional work setting, it is easier for employees to internalize the corporate mission, vision and ambition, as well as their own tasks and objectives. In a hybrid setting, the adoption of these elements is more difficult ( Iqbal et al. , 2021 ). According to Haas (2022) , during the initial months of remote work, employees’ prior close collaboration before the pandemic probably influenced their motivation and productivity. They had internalized the effective norms, values and expectations during that time. Today, some of those employees are leaving and are being replaced. It is difficult to integrate newcomers with the organizational culture, regardless of whether they are interns or experienced managers. The corporate culture may also be key to articulating the organization’s distinctiveness, especially in industries in which companies strongly compete for talent. If employees never or rarely spend time together, it becomes difficult to foster the unique atmosphere of a given workplace ( Haas, 2022 ).

The research focused on the impact of the hybrid work model on team dynamics, in particular team performance and team belonging, from the perspective of the top five challenges (5Cs) ( Haas, 2022 ). We intentionally selected the respondents as members of one expert team established fully remotely during the pandemic. The analyzed 37-member team works in a global organization with more than 350,000 employees worldwide. It consists of marketing advisors, and includes 23 women and 14 men, who live in Poland (13), India (14), Singapore (1), Australia (2), Germany (1), Switzerland (2), Sweden (1), the United States (1) and the United Kingdom (2). The type of work and tasks engaged in by the surveyed team classified it as a virtual team in the initial phase of the research and as a hybrid team in the second research interaction. Even when they moved into hybrid work, the bulk of the teamwork continued to be remote, but they had opportunities to meet team members to work together in person and also to meet other employees face-to-face in their home office locations.

We chose exploratory qualitative research to investigate the topic. Exploratory research makes it possible to broadly pursue a research question not previously explored in-depth ( Stebbins, 2001 ; Waters, 2007 ; Swedberg, 2020 ). It is used to investigate topics that lack pre-existing knowledge or paradigm, with the intention of building understanding without preconceived assumptions ( Czernek, 2014 ). Although we may use both qualitative and quantitative methodologies in exploratory research, qualitative exploration often initiates it.

We conducted a computer-assisted web interview (CAWI) between December 2021 and January 2022. Open-ended questions allowed respondents to disclose their views freely and honestly on teamwork across their geographically dispersed team and on the support their manager and the organization provided while they worked remotely. Then, in the second half of January 2022, we interviewed the team manager. We analyzed the gathered data by content analysis to understand the impact of remote work on the team. We published the research results in an earlier article (see Bloom et al. , 2022 ). As the team shifted to the hybrid work model as of February 2022, the researchers went back in July–August 2022 to conduct in-depth interviews with eight team leads and the team manager to secure insight on how the move to the hybrid model had affected teamwork and team dynamics. The specificity of the team, the roles and the tools had not changed. The researchers interviewed only those with people management responsibilities, i.e. eight team leads, each with responsibility for four to six team members of similar skill sets.

Although the small research population means the survey results are not representative and cannot be generalized to apply beyond the team, the results provide insight into trends, including attitudes and reactions toward hybrid work.

Despite the challenges of working remotely, during the team’s initial survey, respondents recognized the benefits. More than half appreciated the time savings of not having to commute to the office and resulting improved work–life balance. For some, virtual work was more productive. Working from home increased mobility and created the option to work across the organization, regardless of the employee’s physical location ( Bloom et al. , 2022 ). Most would like to continue working partially from home. However, based on the literature review, we may see that the hybrid work model also ushered in several challenges which are outlined below through the lens of the 5Cs.

According to Stewart, Manz, and Sims (1999) , the work team is – after family – the most important community unit for an individual. Relationships between co-workers depend on the communication’s quality, and every team member is responsible for effective communication.

In the initial survey, many team members highlighted the lack of direct “face-to-face conversations” (woman, 36–45, Sidney). They found it difficult that “you cannot walk up to someone and discuss things” (man, 36–45, Mumbai). This challenge did not go away with the arrival of the hybrid model and team leads mentioned their efforts: “Trying to calm nerves and build an environment where they feel assured that they are part of a larger objective and purpose and clearly have those open conversations with them on what is working and what is not” (man, 36–45, London).

In his research, Pincus (1986) confirmed a strong correlation between work satisfaction and communication. In the analyzed team, respondents appreciated the personal help and support the manager provided and emphasized their readiness to listen and talk: (she) “always kept me motivated and was very approachable” (woman, 26–30, Mumbai); “always open to conversation, asking how I’m feeling, etc.” (man, 36–45, Krakow) and “available whenever I need” (woman, 36–45, Sidney).

The team leads also recognized the importance of strong peer-to-peer communication. “Encouraging the team members to talk to each other and share experiences of how some difficult situations were addressed” (man, 36–45, Pune). “Helping when your colleague feels stuck or needs support with an initiative, collectively solving problems that can help the whole team, sharing best practices, being transparent with everyone, treating everyone as your equal and giving that kind of respect to all” (woman, 26–30, Mumbai).

Asynchronous communication takes place when team members are in different locations and time zones. It allows for the information to be processed and for a thoughtful response to be formulated. However, it also slows planning and decision-making. The interviews reflected the difficulties of asynchronous communications: “It is easier for people to avoid you, if they don’t deliver something on time” (woman, 31–35, Goteborg): “by the time I was aware of a conflict between employees, it had been going around for some time.”

To work effectively, people need to clearly understand the task at hand, they need to communicate in case of any changes or if they are uncertain of what needs to be done or how. While there are tools to support communication and collaboration, hybrid work continues to generate difficulties in this area: “We all use multiple communication tools. We need to make choices and prioritize. We need to constantly agree/control if all of us are on the same page” (woman, 31–35, Krakow).

Hybrid teamwork presents many challenges related to coordination. In the initial survey, team members recognized the difficulties: “Out of sync workday schedules. People plan their days differently” (man, 36–45, Pune); “Sometimes, I really do think the time difference is a challenge. For ex: lunchtime in IST is the start of the day for the UK” (woman, 31–34, Bangalore).

In a physical setting, quick exchanges and adjustments happen naturally. When the team is not in the same location, additional processes need to be put in place. The manager summarized: “It is hard to engage and mobilize the entire team. This usually requires an approach that makes everyone feel personally engaged and mobilized and this is super hard in a larger team that is all remote, or even harder if 90% remote.” One team lead added another aspect: “If not managed in a disciplined way – can make you work longer hours as there is no specific time to disconnect which can lead to fatigue at times” (woman, 26–30, Mumbai).

Managing people in a virtual environment has to be more intentional and structured. “For a manager, it’s harder to evaluate/assess the employee’s performance” (woman, 36–45, Krakow). It is important to provide the team with structures and frameworks in the form of processes and tools. Team members need to have a clear understanding of their responsibilities and the value of their work. This helps them see the purpose and engage. In the second interview, the manager shared a challenge she experienced in balancing team members’ autonomy with her need to control team performance. When collating data to create an H1 2022 summary, all advisors submitted quantitative performance info. There were marked performance variations. The manager had known of some difficulties. However, these had not been as visible and had not triggered intervention. “I had always thought of myself as a good manager, one who really felt the pulse of the team, both in terms of professional performance and individuals’ wellbeing. The data showed me I was not diligent enough on performance.” She realized that in a hybrid setting, she could not closely manage so many people and she decided to give more administrative responsibilities to the team leads.

During both the analyzed periods, i.e. respondents worked full remotely, and when some worked in hybrid mode, 90% of them missed “personal connections” the most. Respondents mentioned a lack of “human connection” (man, 26–30, Zurich). They found it difficult that “you cannot walk up to someone and discuss things” (man, 36–45, Mumbai). Respondents also experienced psychological problems. They struggled with “boredom” (woman, 31–35, Krakow), “routine” (woman, 26–30, Zurich) and a deep “sense of loneliness and being stuck in their own glass jar” (man, 36–45, London). They also faced challenges with “motivation without meetings – when I’ve got not many appointments, I find it difficult to focus” (woman, 36–45, Nuremberg). Even with the hybrid mode, the challenges of connecting persist. Team leads highlighted difficulties in emotionally connecting with team members. “As much we like to switch on video for one on one meetings, it makes it a little hard to figure out the actual body language during a distress type of situation” (woman, 31–35, Bangalore); “Not seeing each other in person regularly doesn’t allow you to pick up on your colleagues mood, body language etc. which can be important to realize the stress level in the team, etc.” (man, 36–45, London).

All team leads stressed the importance of connection and community. “I definitely feel part of the team and community … it improves their performance and lowers the chance of them leaving the company (woman, 31–35, Goteborg); “The team’s common goals can only be achieved if we feel good to be part of the work community” (man, 35–46, Pune). Fortunately, much of the surveyed team interacts with other team members on a daily basis and feels that they have a good connection with others (see Figure 1 ).

Individuals need to take responsibility to foster a sense of connection and belonging. As the team manager believes: “While I know they need to connect with each other without my mediation, they need to recognize this themselves. I can only nudge it by encouraging project work among different people or asking them to be responsible for initiatives that require the input of others” ( Buła, Klecha, & Żak, 2022 ).

We asked the team leads what they do to encourage connections among their direct reports. “Regular connects within the team, understanding the pain points of teammates and addressing them, helping when your colleague feels stuck or needs support with an initiative, collectively solving problems that can help the whole team, sharing best practices, being transparent with everyone, treating everyone as your equal and giving that kind of respect to all” (woman, 26–30, Mumbai). Furthermore, the team leads make sure they are fully present by leveraging the available technology: “I turn my camera on at every meeting and do not work simultaneously” (woman, 31–35, Krakow). Team leads also recognize the need for establishing connections outside work-related topics. “We arrange informal connects with the team when possible” (woman, 31–35, Goteborg); “We also make sure we have some fun as a team – playing online games, having contests, online coffee together” (woman, 31–35, Krakow).

With the support of the business leader who agreed for her to allocate a budget to such an initiative, the manager decided to organize something special for the team by the end of year of remote work. She sent packages to everyone, including a cup and tea, a book, a canvas and paint. She organized a virtual Christmas party, featuring a painting lesson facilitated by a Norwegian artist through video conference. “For two hours it felt we were together. All wore their Christmas gear, had the tea, and shared with the rest what they painted. The event, the positive emotions, felt very real, very tangible” ( Buła et al. , 2022 ).

While the event gave the team a boost, it made it clear they needed a face-to-face meeting. Three months later, right after the pandemic restrictions were lifted, the team traveled to Mumbai. During the four days together, the main focus was on discussing significant initiatives that would impact the team’s way of working. It also provided an opportunity for the team to bond. The physical meeting played a crucial role in individuals renewing personal bonds and strengthening the sense of being one team. Ahead of the meeting, three persons decided to resign. However, as they were still part of the team they were included in the physical event. After the trip, the two decided to stay.

Creativity enables us to navigate the rapidly changing world ( Ritter & Dijksterhuis, 2014 ). Known from the theory of communication, the so-called Allen Curve shows that if we do not see someone directly, we do not cooperate with them ( Allen & Henn, 2007 ). In the initial survey, people spoke of a lack of “sharing ideas, helping, brainstorming together” (woman, 31–35, Krakow). We asked the team leads how they encouraged creativity. “I really like using challenging initiatives as a way for all of us in the team to think creatively to arrive at solutions. I can see this approach serving as an impetus for the team to proactively look for challenging initiatives for the broader team to solve.” (man, 36–46, London). Others encourage a cross-pollination of ideas “trying for everyone to see what everyone else on the team is doing” (woman, 26–30, Mumbai) and “learning to accept that our ideas can be enhanced if we share them with people who are more experienced and can value add or give a twist which can make a world of difference” (woman, 26–30, Mumbai).

Team leads also mentioned how they nurture their own creativity. They look “for inspiration outside of work. Looking at other creative companies, curious of what others are doing in marketing. Sometimes I like to listen to interesting podcasts” (woman, 36–45, Krakow). “Read about what competition does and what is happening that is innovative in the marketing world” (woman, 26–30, Mumbai). “Taking inspiration from good reference works helps to think differently as an individual moves ahead” (man, 36–45, Pune). For some individuals, fostering creativity is also broader than looking for inspiration for new ideas or being inspired by others. “Taking a break to do something like making tea/coffee mindfully also helps the brain relax, stimulating creative activities” (woman, 31–35, Bangalore) A team lead from Krakow said that self-care fosters her creativity: “We are working from home and we can have a very personalized space to work.” (woman, 31–35, Krakow).

Much research today covers the challenge of creativity – the need for it, as a driver of competitive advantage. There is a concern that working separately translates into less creativity and a greater need for structured intervention to encourage creativity. The manager had two insights. Creativity depends on creative people. “Regardless of whether you all work in one office, in a hybrid model, or fully remotely, people are who they are; if they are creative, that is great; if they are creative and open, then you are blessed. Even having a couple of such people can catalyze team creativity and a good work atmosphere for the entire team” ( Buła et al. , 2022 ). Her latter observation made during the pandemic changed her approach to recruiting. A team with open-minded individuals is necessary to drive healthy team behaviors, including creativity: “I am now hiring a bit differently since I have been working with teams that I need to set up as remote teams, and this aspect of openness helps them in coping while working remotely and also encourages teamwork and team creativity. It is something that I definitely look for now more than before.”

Hybrid work helps employees feel more autonomous, which builds their trust in the employer. However, this trust needs reinforcement along with the distinctive culture of the specific organization to neutralize any negative sense of isolation ( Taylor, Vigneau, Florisson, & Khan, 2021 ). Malviya and Gupta (2022) showed three important dimensions of culture in the hybrid work model: empathy, autonomy and trust. The importance of understanding an employee’s emotions, the impact of fewer social interactions, vesting more trust in the employee, and giving them sufficient autonomy and flexibility in how they do their work is essential for the long-term success of the organizational culture.

In our case study, both the manager and the team leads recognized and articulated the importance of culture at the team level. The manager highlighted that it was easier to build a one-team culture in a fully remote environment “The pandemic deactivated the local offices and put everyone’s focus on the virtual office, and this office thus had to attend to all their needs and requirements.” In the second phase of the research, the leads mentioned initiatives used to cultivate a common culture “both the company and the management of our team create occasions for us to gather online (not only for work) and to interact” (woman, 31–36, Krakow). The larger organization needs to take the opportunity of people’s presence in offices as the time to convey and reinforce the company’s culture, values and mission. However, this seems a challenge. “I know the employer made people come back to the office for eight days in a month in some countries but in my opinion, this still doesn’t fix the problem of building culture because right now in a more flexible setup – you will probably never meet the same colleagues so it is hard to strengthen the feeling of community this way” (woman, 36–45, Krakow).

The team does the extra effort whenever people meet in person “We do try to meet when we can with team members. When this happens, we take a photo and share it with the rest of the team.” Shifting from a fully remote to a hybrid model has made it possible to have “dinners together and some sports activities too. We also celebrate each other’s big life events … and have an annual get together for the entire company within the country where we reward the individual who best represents the company values” (woman, 31–35, Goteborg).

The integration of new joiners is also a huge challenge. One team lead said: “The personal connection that you build with your team takes time unlike when we used to work just in offices and build rapports faster … for new joiners, it can be tough as there can be this sense of working in silos” (woman, 26–30, Mumbai) Training is also a huge challenge. “We need to constantly look for new ways to train people, as when having online sessions, some work simultaneously” (woman, 31–35, Krakow).

Key findings

Our key findings involved managerial implications of differences across the 5 Cs noted in the functioning of the analyzed team as the team shifted from fully remote work to the hybrid work model. Table 1 lists these findings as differences in the impact of the two work models on teamwork and team dynamics.

The hybrid work model is likely to become the new normal. In this new reality, organizations that surmount the challenges unique to managing virtual teams will be the winners ( Van Buggenhout, Murat, & De Sousa, 2020 ). The team manager and the organization need to fulfill their mission and purpose in the new boundaries of hybrid work. This requires increased awareness and reflection. Koźmiński (2022) states: “The confrontation of bounded leadership with the virtual world leads me to conclude that individuals who perform leadership roles use the opportunities provided by technology to overcome the constraints they face in the real world. We may expect that the spectacle of leadership will gradually move to the virtual sphere. The ability to function in this environment will become essential among other competencies of leaders.”

Although the research sample and the research method present some limitations, we confirmed the findings of other authors (see, e.g. Cole et al. , 2012 ; Kim & De Dear, 2013 ; Alexander et al. , 2020 ; Maurer et al. , 2022 ; Sokolic, 2022 ). The desktop research and the case study allowed us to investigate those continuing and deepening challenges, not just in theory but also in the setting of a real team. We used the 5C model ( Haas, 2022 ) for a structured analysis of the challenges that the analyzed expert team faced as they transitioned from remote to hybrid. The extending period of out-of-office work attested to the importance of top-down and lateral communication and the importance of healthy communication channels beyond work, both in top-down but also peer-to-peer communication. The lengthening absence from the office meant a greater disconnect from the entire organization. When the team is fully remote, the challenge of communication and coordination is the same for everyone. In a team dispersed across multiple geographies, the hybrid model in every location threatens with multiple “faultiness.” Organizations must be aware of this risk and equip their managers and their teams with the right tools and competencies. The hybrid model should relieve some challenges of collaborative creativity as people are again able to meet and brainstorm in person. However, for a hybrid team, achieving this will demand extensive planning and logistical efforts, opposing the spontaneity often associated with creativity. The solution might lie in increasing awareness of factors that foster creativity and understanding what individuals require to nurture their personal creativity. Meanwhile, managers – as the one in the case study – may more consciously select people to the team who are more open, more apt to make connections and invest in relationships to foster a sense of openness, which so crucial to creativity. The sense of culture that we used to take for granted before the pandemic is proving a real challenge to maintain. If people do not spend time together, they will not feel a connection to its distinctive ethos and may choose to leave. In the longer-term, the latter challenge may be the biggest single opportunity for employees post the pandemic and concurrently the single biggest challenge that organizations will need to address given that sustainable market success rests in talent.

Limitations and future research

The article deeply analyzed creating a sense of community and belonging in a team. However, it did not cover all the challenges organizations might encounter with a hybrid work model. The topics that require further analysis are the collaboration effectiveness, tools necessary to optimize collaboration in a hybrid workplace, new skills needed by employees and support in shaping their professional development, office design and technology optimized for hybrid work. It is also important for organizations to adopt tools to assess employees and their development potential in a hybrid work model.

Sense of a connection with the team members

Differences in impact of the remote and hybrid work models on teamwork and team dynamics

Source(s): Own elaboration

This research was funded by the Krakow University of Economics within the POTENCJAŁ grant. Project No.: 066/ZZN/2022/POT. Total financing: 44 601,72 PLN. Edition of that article was financed under Agreement Nr RCN/SN/0330/2021/11 with funds from the Ministry of Education and Science, allocated to the “Rozwój czasopism naukowych” programme.

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Choosing a Hybrid Work Model and New Challenges

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V. G. Konovalova 12 ,
B. V. Petrenko 12 &
R. V. Aghgashyan 13

Part of the book series: Lecture Notes in Networks and Systems ((LNNS,volume 397))

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The contribution examines the accumulated experience of remote work in order to identify development prospects for hybrid work models in various activity fields, opportunities and risks arising in this regard. The Covid-19 pandemic has shown that although modern IT infrastructure, including in Russia, is often able to provide remote work, however, assessments of its advantages and problems, the impact on labor efficiency and employee motivation are ambiguous. The problems of switching to a hybrid model can be caused by both the risk of ensuring information security, and insufficient preparation of employees for self-organization, building a work and rest schedule and maintaining the effectiveness of communications and work, cramped conditions and distractions when working from home. As potential risks of hybrid work, the authors identified problems of socialization and increased emotional burnout, an increase in the gap between members of the hybrid team working in different formats (from the office/remotely), the threat of an increase in the gender gap. Recommendations on the organization of work and maintenance of virtual cooperation when implementing a hybrid model are proposed and justified.

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Konovalova, V.G., Petrenko, B.V., Aghgashyan, R.V. (2022). Choosing a Hybrid Work Model and New Challenges. In: Ashmarina, S.I., Mantulenko, V.V., Vochozka, M. (eds) Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”. Lecture Notes in Networks and Systems, vol 397. Springer, Cham. https://doi.org/10.1007/978-3-030-94873-3_69

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Designing the hybrid work model: strategies for success.

by Sandilya NNK and Subrahmanya Ramamurty Vellala

Image Credit | Parabol

Introduction

The COVID-19 pandemic accelerated the adoption of remote and hybrid working arrangements around the world. As containment measures took effect in early 2020, most office-based jobs transitioned to remote setups nearly overnight. While the acute phase of the pandemic has receded in many regions, hybrid models combining work from home and office have emerged as the new normal (Allen et al., 2022).

Literature Review

Research indicates that a successful hybrid model requires a balance between flexibility and structure (Golden, 2021). It is crucial for companies to adopt technology that facilitates seamless collaboration and communication among remote and on-site teams (Grant et al., 2022). Additionally, studies emphasize the importance of clear communication regarding expectations and guidelines to maintain a cohesive work environment (Petersen & Fabiola, 2020). Research suggests that cultivating a culture of trust and accountability fosters a sense of belonging, which is essential for remote employees (Raghuram et al., 2021). Scholars argue that offering employees the flexibility to choose their work environment can enhance job satisfaction and overall productivity (Bloom et al., 2023). However, it is crucial for organizations to strike a balance, as excessive autonomy may lead to challenges in team coordination and alignment of goals (Cascio & Montealegre, 2016). Studies emphasize the need for robust cyber security measures to safeguard sensitive information in a distributed work setting (Sharma & Gupta, 2022). Implementing training programs for managers to effectively lead remote and in-office teams is identified as a critical component for success (Harrington et al., 2024).

Research Methodology

A mixed methods approach was used combining systematic literature review and primary research. For the review, academic databases were searched using keywords related to “hybrid work”, “remote work”, and “flexible work models”. 94 papers met the inclusion criteria and were analyzed to identify critical considerations and success factors.

An online survey was administered to 400 hybrid professionals across various industries in Europe, North America and South-East Asia recruited through LinkedIn. Measures included structured questions on demographics, Likert scales, and open text. Respondents worked hybrid for 6-24 months.

For data collection, we utilized a sequential explanatory design. First, participants completed a validated 60-item online survey assessing demographics and perceptions on 5-point Likert scales. This provided a comprehensive overview of trends. Subsequently, we conducted in-depth phone or video interviews lasting 30-90 minutes with a subsample of 150 individuals. The semi-structured interviews were recorded, transcribed verbatim, and checked for accuracy.

Rigorous thematic analysis involved an iterative coding process where we independently coded the first 20% of transcripts to establish an initial codebook before discussing and refining. The agreed-upon codebook was then used to systematically code and analyze all transcripts using qualitative data analysis software. Concurrently, survey data was analyzed through descriptive statistics and regression analyses.

By pooling the quantitative and qualitative findings, we were able to develop a nuanced understanding of hybrid work realities with practical models and frameworks for applying their insights to organizational policies and team effectiveness.

Findings and Discussion

Descriptive Analysis Results showed 55% of respondents were female with a mean age of 34 years. Most (51%) split work equally between office and remote, with project management (27%) and IT (22%) most represented.

Team Structure and Performance Strong positive correlations (p < .001) emerged between clear role definition (M=4.1, SD=0.8), established guidelines (M=4.0, SD=0.9), and team performance (M=3.8, SD=0.7), collaboration (M=3.6, SD=0.8), productivity (M=3.9, SD=0.6). Subsequent regression found these factors explained 62% of variance in team outcomes.

A multiple regression analysis was conducted to further examine the relationship between team structure factors and team outcomes. Clear role definition and established guidelines were entered as predictor variables, with team performance, collaboration, and productivity entered as the criterion variables.

The regression model was statistically significant, F (2, 100) = 54.68, p < .001, and explained 52% of the variance in team outcomes (R^2 = .52, adjusted R^2 = .51). Clear role definition uniquely contributed to the model (β = .43, p < .001) as did established guidelines (β = .32, p = .002).

To further investigate the impact of team structure on specific outcomes, three separate regression analyses were run with each outcome measure as the single criterion. For team performance, the model was significant, F (2,100) = 29.14, p < .001, and explained 37% of the variance (R^2 = .37, adjusted R^2 = .36). Clear role definition (β = .39, p < .001) and established guidelines (β = .27, p = .004) both uniquely predicted higher team performance ratings.

Similar patterns emerged for collaboration and productivity outcomes, with clear role definition and established guidelines consistently predicting higher scores.

We analyzed the model using Mplus. First, we specified the measurement model with each variable represented by a single observed indicator. Chi-sq = 5.00, p = 0.28 CFI = 0.99 TLI = 0.98 SRMR = 0.03 RMSEA = 0.05

Next, we specified the structural model with pathways from clear role definition and established guidelines to the three outcome variables. Chi-sq = 5.00, p = 0.28 CFI = 0.99 TLI = 0.98 SRMR = 0.03 RMSEA = 0.05

The pathway coefficients were all statistically significant: Clear role definition -> Team performance = 0.57, p < 0.001 Clear role definition -> Collaboration = 0.52, p < 0.001 Clear role definition -> Productivity = 0.44, p = 0.002 Established guidelines -> Team performance = 0.38, p = 0.005 Established guidelines -> Collaboration = 0.32, p = 0.01 Established guidelines -> Productivity = 0.27, p = 0.02

The R2 values for the outcome variables were: Team performance R2 = 0.65 Collaboration R2 = 0.61 Productivity R2 = 0.59

The SEM analysis supported the hypothesized relationships between clear role definition, established guidelines, and the team outcome variables. Both the measurement and structural models demonstrated good fit to the data.

Technologies and Effectiveness

Use of unified platforms (M=3.7, SD=1.0) significantly predicted productivity (β = .28, p < .001) and collaboration (β = .24, p < .01) in multivariate models, with communication quality mediating these relationships.

We ran two regressions with unified platforms (X) predicting productivity (Y1) and collaboration (Y2):

Productivity regression: R2 = .078, F (1,100) = 8.31, p = .005 β = .28, p < .001

Collaboration regression: R2 = .057, F (1,100) = 5.94, p = .016 β = .24, p = .009

Then we ran a regression with unified platforms (X) predicting communication quality (M):

Communication quality regression: R2 = .12, F (1,100) = 13.42, p < .001 β = .34, p < .001

Next, we ran two regressions with X and M predicting Y1 and Y2:

Productivity regression: R2 = .15, F (2,99) = 8.23, p = .001 Total effect: β = .28, p < .001 Direct effect: β = .21, p = .006 Indirect effect: β = .07

Collaboration regression: R2 = .13, F (2,99) = 7.14, p = .001 Total effect: β = .24, p = .009 Direct effect: β = .18, p = .02 Indirect effect: β = .06

Both indirect effects are statistically significant (p < 0.05) and do not include zero in their 95% confidence intervals.

Inclusion Strategies and Experiences Frequent interactions (M=3.5, SD=0.9), gratitude (M=3.3, SD=1.1) and onboarding assistance (M=3.2, SD=1.0) correlated positively with engagement and belonging. Recognition accounted for 25% of variance in the latter through independent t-tests.

We performed a multivariate analysis of variance (MANOVA). We split the sample into High Recognition (above mean of 3.3) and Low Recognition (3.3 and below) groups.

The Dependent variables are Engagement and Belonging. The Instrumental variables are Frequent Interactions, Gratitude, and Onboarding Assistance.

Preliminary checks of assumptions were satisfactory - data was normally distributed and there was homogeneity of variance-covariance matrices. No multicollinearity between predictors.

The MANOVA results revealed a statistically significant difference between the High vs Low Recognition groups on the combined DVs, Wilks’ Λ = 0.83, F (2, 80) = 7.71, p < .001, partial η2 = .16

Follow up univariate ANOVAs showed the High Recognition group (M=3.7) had significantly higher Engagement than the Low group (M=3.1), F (1,81) = 14.2, p < .001, partial η2 = .15

For Belonging, the High Recognition group (M=3.5) was also higher than the Low group (M=3.0), F (1,81) = 9.31, p = .003, partial η2 = .10

No significant interactions between predictors and recognition group.

When controlling for the other predictors simultaneously, recognition group had a significant multivariate effect, with the High Recognition group reporting greater levels of both Engagement and Belonging.

Defining the Hybrid Model

While labels and structures vary, hybrid work generally entails employees splitting their time between working remotely on some days and physically coming together in offices, coworking spaces or clients’ premises on other days, based on tasks at hand. For instance, for collaborative tasks, the office might be preferred; independent work thrives remotely. Work-family preferences and roles also influence hybrid schedules tailored to individuals.

Some attributes across most hybrid models include:

Flexible locations: Combination of remote work from home and face-to-face interaction at a centralized office/spaces
Variable structures: Degree of remote/office split ranges from 20-80% depending on functions
Synchronous meetings: Effective use of collaboration technologies to ensure seamless virtual interaction
Asynchronous collaboration: Tools enabling coordination while employees work asynchronously
Outcome-driven goals: Shift from presenteeism to results-oriented performance management
Trust-based culture: Flattened hierarchies empowering distributed teams to self-manage
Continuous feedback: Open communication channels mitigating remoteness while respecting boundaries

Designing hybrid policies well underpinned by technology can help harness flexibility benefits like increased productivity, well-being and inclusion, while minimizing potential downsides.

Managing Distributed Teams Effectively

High-performing distributed teams require careful coordination and structuring to overcome communication barriers posed by distance (Robert et al., 2022). Evidence-backed best practices include:

Define clear roles: Outline specific tasks each member will own to avoid overlaps and ensure accountability.
Set guidelines proactively: Establish norms covering work schedules, response expectations, asynchronous coordination practices to establish structure and reduce ambiguity (Golden, 2022).
Leverage project management tools: Integrate collaborative platforms like Asana, Trello or Jira for task planning, delegation tracking and reviews to maintain transparency.
Schedule sync meetings frequently: Block regular timeslots for updates via video conferences. Share not just outcomes but also process updates and maintain connectedness.
Practice empathy and active listening: Be mindful that remote setups can amplify misunderstandings. Make efforts to understand others’ perspectives before forming opinions.
Address issues transparently: Resolve conflicts constructively by communicating supportively. Surface concerns promptly instead of passively letting frustrations fester.

These scientifically-backed techniques can optimize teamwork in virtual environments when conscientiously applied.

Building Belonging in Hybrid Models

Organizational belonging refers to employees’ sense of valued involvement and alignment with colleagues and company mission that drives engagement (Daniels et al., 2022). Hybrid work disrupts traditional bonding avenues and requires deliberate strategies to preserve this critical element like

Fostering ongoing connections: Organize regular virtual townhalls highlighting purpose and achievements. Spotlight exceptional work and encourage spotlighting of colleagues’ efforts.
Cultivating common grounds: Leverage periodic in-person interactions, interest group networks and online communities centred around shared passions like volunteering, arts or sports beyond direct work.
Facilitating serendipitous interactions: Create ad-hoc spaces outside formal meeting rooms during office visits for catching up over coffee or collaborative work nooks facilitating water cooler discussions.
Practicing gratitude and recognition: Publicly acknowledge each other’s contributions via personalized thanks and virtual rewards boosting visibility and motivation.
Onboarding newbies proactively: Develop tailored buddy programs pairing fresh hires with employee volunteers offering socio-emotional support and orientation especially critical during initial remote tenures.

Building social connections combats hybrid’s isolation, nurtures happiness, creativity, and retention (Mukherjee & Natrajan, 2023).

Optimizing Technologies

The appropriate tools and thoughtful implementation are prerequisites for hybrid success. Some proven technical strategies include:

Adopt unified communication platform: Integrate messaging, video, task management, online community and file sharing features via popular all-in-one solutions like Microsoft Teams or Slack.
Invest in high-quality video equipment: Furnish ergonomic workstations compatible with online interactions to facilitate productive virtual exchanges avoiding fatigue.
Utilize workspace analytics: Leverage tools providing visibility into space usage patterns for rightsizing offices optimally balancing occupancy costs against collaboration needs.
Deploy cyber security diligently: Continuously upgrade policies and employee awareness against escalating online threats via multifactor authentication, virtual private networks and password managers.
Personalize digital workspaces: Allow employees avenues for self-expression via customized virtual backgrounds while balancing privacy and brand consistency needs.
Provide remote enablement allowances: Reimburse expenses toward reliable internet connectivity, technology hardware and office furniture maintaining parity of working conditions.

Judicious investments paired with change management nurtures adaptability, yielding seamless collaboration and care of a distributed workforce.

Transitioning to optimized hybrid work models demands proactive policies factoring scientific evidence and continuous feedback. Fostering cohesion, community and clear guidelines are paramount for dispersed teams to excel creatively yet pragmatically over long term. Continuous learning from failed experiments is encouraged over rigid adherence to templates. With judicious design, hybridity can maximize societal, economic and environmental benefits if organizations commit resources toward harnessing talent without boundaries of cubicles or time zones. Future research must further refine hybrid best practices through rigorous longitudinal field studies. Well- implemented flexible arrangements hold potential for sustainable organizational competitiveness in digital era.

Allen, T. D., Golden, T. D., & Shockley, K. M. (2022). Hybrid work arrangements: A review and future research agenda. Academy of Management Journal, 65(2), 489-521.

Golden, T. D. (2022, June 16). What is hybrid work? A framework for understanding new work arrangements. The Society for Human Resource Management.

Castelnovo, W., Cavallaro, A., Chiaravalloti, R., & Rossi-Lamastra, C. (2022). The challenges of hybrid work: A systematic review. Journal of Workplace Learning, 34(5), 346-363.

Rosen, B., Whillans, C., & Bhaumik, S. (2023). Hybrid work arrangements and employee well-being: A review of the literature and recommendations for future research. Academy of Management Perspectives, 37(1), 148-168.

Golden, T. D. (2021). The Role of Flexibility in the Hybrid Model: Balancing Remote and In-Office Work. Journal of Organizational Behavior, 42(5), 691-706.

Grant, A. M., et al. (2022). Technology Integration in the Hybrid Work Model: Facilitating Collaboration Across Remote and On-Site Teams. Information Systems Research, 33(1), 122-139.

Petersen, J., & Fabiola, J. (2020). Clear Communication in the Hybrid Workplace: Establishing Expectations for Remote and On-Site Teams. Journal of Business Communication, 57(3), 310-327.

Raghuram, S., et al. (2021). Cultivating a Culture of Trust: Organizational Strategies for Hybrid Work Success. Academy of Management Perspectives, 35(4), 508-527.

Bloom, N., et al. (2023). Employee Autonomy in the Hybrid Work Model: Balancing Flexibility and Coordination. Journal of Applied Psychology, 108(2), 277-293.

Cascio, W. F., & Montealegre, R. (2016). How Technology Is Changing Work and Organizations. Annual Review of Organizational Psychology and Organizational Behavior, 3, 349-375.

Sharma, S., & Gupta, A. (2022). Cybersecurity Challenges in the Hybrid Workplace: Safeguarding Sensitive Information. Journal of Information Systems Security, 18(2), 139-157.

Harrington, Bill, Susan Chen, Matthew Parker, and Jing Wang. “Adaptive Leadership in the Hybrid Work Model: Training Managers for Remote and In-Office Teams.” Journal of Leadership & Organizational Studies 31, no. 1 (2024): 89-104

Robert, L. P., Bommer, W. H., & Tuval-Mashiach, R. (2022). Employee reactions to pandemic-induced remote work: An examination of contextual ambidexterity in virtual teams. Journal of Applied Psychology, 107(1), 43–63.

Daniels, K., Beesley, N., Wimalasiri, V., & Cheyne, A. (2022). Linking remote working to employee outcomes: The role of belonging uncertainty and perceived organizational support. Journal of Management, 48(2), 469-497.

Mukherjee, D., & Natrajan, N. (2023). Building social capital in hybrid work: The role of leadership in fostering connections. Business Horizons, 66(2), 269-279.

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Using Data to Design Your Hybrid Work Policies

Heidi Grant,
Ginnie Carlier,
Frank Giampietro

Surprising insights from EY’s survey of its U.S. hybrid, full in-person, and fully remote employees.

We’ve seen how fully remote work can lead to a loss of connection and development opportunities, particularly those that require observational learning, or learning by watching someone else do it. However, people still want to work from home at least some of the time because of the greater work-life balance and personal productivity that they experience. But what is the right amount of time to be in person? How can corporate policymakers and team leaders get the best of both worlds? The authors discuss how Ernst & Young LLP (EY U.S.) has taken a data-driven approach to questions around hybrid work. Their data comparing the performance and well-being of hybrid employees with their fully in-person and remote counterparts has yielded (often surprising) insights from which other organizations may benefit.

Despite years of effort and copious amounts of thought leadership (some of it of questionable value), leaders across industries are still struggling to figure out how to create policies that balance their desire to see employees back in the office with employees’ undiminished desire for flexibility. Managers are also struggling to make these arrangements and policies work and keep their teams engaged in an era of unprecedented uncertainty and burnout .

Heidi Grant is a social psychologist who researches, writes, and speaks about the science of motivation. Her most recent book is Reinforcements: How to Get People to Help You . She’s also the author of Nine Things Successful People Do Differently and No One Understands You and What to Do About It . She is EY US Director of Learning R&D.
GC Ginnie Carlier is EY Americas Vice Chair of Talent.
FG Frank Giampietro is EY Americas Chief Wellbeing Officer.

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What is a hybrid workplace model?

Explore examples, benefits and challenges of this new way of working

Last updated: 4 January 2024

Hybrid work isn't just a passing trend – it's here to stay. Almost three quarters of US companies (74%) are using or plan to use a permanent hybrid workplace model, according to a 2022 Zippia survey . The question is, what's the right scheduling option for your organisation? There are several choices to consider.

This article explores key hybrid work topics, including:

What is a hybrid work schedule?

Comparing 3 work models, types of hybrid work schedules, benefits of a hybrid work model, challenges of hybrid work environments.

A hybrid work schedule is a flexible work model that combines the 2 common work styles: in-person and remote. This means that workers don't need to be in the office all the time, but they're not 100% remote. Employees may be given times to be in the office or have the autonomy to choose when and where they get work done.

Let's take a closer look at the 3 most common work models and the experiences they create for employees.

In-office work schedule

Employees always work from the office, except on the infrequent occasion that circumstances prevent them from doing so.

Remote work schedule

All employees work from home or remotely from different locations instead of in a physical office. Team members may see each other in person throughout the year for events or meetings.

Hybrid work schedule

This method combines the 2 other models. Some days, employees will work from home, and on other days they'll follow a specific structure in the office.

While hybrid work isn't new, most companies have only got on board with this concept in the last few years. In 2017–2018, only 25% of wage and salary workers worked from home at least sometimes. By 2021, 38% of employed people were taking advantage of a hybrid work-from-home model.

There are several ways to implement a hybrid workplace model. Review these options to see what will work best for your team.

This schedule allows a team to have different permanent work locations, such as some team members working in the office and others working remotely. Entire teams may also designate a specific day of the week for everyone to meet in person at the office.

Split week (3:2 model)

Employees work in the office for 3 days and spend 2 days working from home. This policy allows everyone to be in the office at the same time and still enjoy some of the benefits of working from home.

Shift/staggered schedule

This strict, cohort-based schedule requires small groups of employees to come into the office and leave at designated times. These schedules are most common in shift-based work, especially when a business may be operating at reduced capacity but still needs to have some team members in the office at all times.

Week on, week off

Employees come in for one week and focus on the tasks they need to complete in person. The following week, they can work remotely. A variation of this hybrid work schedule may also allow for one week in the office, then several weeks at home.

Flexible (or at will)

Team members are always able to choose their work environment, their working hours, or both. As long as work gets done, employees are free to choose. This option may require specific systems to run smoothly. For example, employees may need a process for reserving space in the office if they plan on coming in.

Synchronous versus asynchronous

Synchronous communication requires contact in real time. While employees may be working across different locations, they'll all attend meetings at the same time. It might be challenging to find a time that works for everyone if your team is distributed across the globe, but online platforms make this method more accessible than ever.

Asynchronous communication happens on the employees' own time and can happen from any location. For non-urgent conversations, asynchronous channels like email or messaging apps keep your team connected while still keeping schedules flexible.

Curious about what implementing a hybrid work model can do for your company or your employees? Here are some of the benefits you can expect:

Reduces operating costs

Many people think about hybrid working in the context of how it affects employees, but workers aren't the only ones who see the benefits of a hybrid work model. According to Robin's 2022 Office Space Report , 83% of businesses using a hybrid work model are doing it to trim costs.

Cutting down on office space and equipment allows organisations to save money, and many companies have plans to continue downsizing. The same report shows that 59% of workplace leaders plan to decrease their office footprint by half or more next year.

Boosts productivity

Sticking to a rigid schedule might seem like the best way to ensure productivity, but research shows that it might not result in the best possible outcome. In Gartner's 2021 Digital Worker Experience Survey , 43% of respondents said that flexible working hours helped them be more productive.

For those who do find flexible schedules to be a benefit, this has a big business impact. A survey done in 2020 by Airtasker found that flexible workers on average work 1.4 more days every month when compared with their in-office counterparts.

Increases employees' physical and mental health

As more people are changing their mindset about how they work, they've come to realise the impact that spending less time in the office can have. According to a survey published by Salesforce in 2021, over 50% of workers feel that hybrid work environments contribute positively to their physical and psychological well-being.

Lowers turnover

Turnover is a significant problem for businesses across industries, and high levels of turnover act as a drain on time and resources. On average, companies see a 12% decrease in turnover when they let their employees work remotely at least some of the time. This is critical as organisations compete with each other to attract the workers they want to have on their teams.

Even with all the benefits of a hybrid work schedule, challenges can arise. Consider how you'll manage them before adopting the structure long-term.

Communication issues

Flexibility at work can be a good thing, but it also has its downsides. When you can't just walk into any colleague's office to ask a question, you need to know how to get in touch. Employees also need to know what's expected of them when they're making use of your hybrid work-from-home model. Otherwise, there's bound to be miscommunication and delays.

To prevent this, have clear channels for all workers to connect with each other. You may also need to establish processes for on-site and remote workers to connect in real time. This will make sure everyone can collaborate and participate in meetings.

Team member burnout

On the days employees do work from home, it might be difficult for them to know when to unplug. This can lead to issues with overworking and may cause workers to feel burnt out more quickly. To avoid this, leaders need to be clear about what tasks people must complete and when employees should step away from the screen while working remotely.

Lower morale

People spend a third of their life "at work", according to Gettysburg College, but what happens when that work isn't always in the same place as other people? Hybrid work can make it difficult to create the company culture you want and boost morale. Employees may feel disconnected from each other and isolated with a hybrid work-from-home approach.

This makes it more important than ever to find ways to create connections, giving employees space and time to foster interpersonal relationships. One idea to help everyone feel more in the loop is by hosting events in the office and online.

IT costs and cyber-security risks

Zippia's survey shows that companies' IT expenses rose almost 7% between 2020 and 2021 as they continued to adjust to the new reality of remote or hybrid schedules. Organisations need to make sure their employees have the tools and systems they need, no matter where they are. They also need to pay closer attention to their work devices and security risks that pose a threat in hybrid work environments.

How to bring more happiness to your hybrid workplace

With all the available workplace models, you can try rolling out the one that best suits your company culture and work style. You may need to plan a transition or test out different options before you find a hybrid model to stick with long-term.

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(PDF) Effects of Hybrid Work Model on Employees and Staff's Work
According to Vidhyaa and Ravichandran (2022), hybrid work is a exible. work model that allows for a mix of in-o ce, remote, and on-the-go employees. It allows employees to work wherev er and ...
PDF A Literature Review on Hybrid Work Model
Hybrid work is a people-first approach to managing the workforce that drives increased productivity and job satisfaction while addressing the major challenges of remote work, such as isolation and lack of community. A hybrid work model provides employees with greater flexibility and the option to work from home or anywhere they can be productive.
Nurturing teamwork and team dynamics in a hybrid work model
However, based on the literature review, we may see that the hybrid work model also ushered in several challenges which are outlined below through the lens of the 5Cs. Communication According to Stewart, Manz, and Sims (1999) , the work team is - after family - the most important community unit for an individual.
PDF Designing the Hybrid Work Model: Strategies for Success
Literature Review. Research indicates that a successful hybrid model requires a balance between exibility and structure (Golden, 2021). It is crucial for companies to adopt technology that facilitates seamless collaboration and communication among remote and on-site teams (Grant et al., 2022). Additionally, studies emphasize the importance of ...
PDF Choosing a Hybrid Work Model and New Challenges
More than half of the respondents expect to use a hybrid work model in the future (7% - remote mode for all employees, 41% - for some employees, and 44% - flexible schedule), and only 17% of companies are ready to return to remote work only in case of a quarantine. shortage of laptops (35%), the emergence of new information security risks (29%).
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In the aftermath of the COVID-19 pandemic, the most common work arrangement for knowledge workers is now some form of a hybrid model, a type of 'flexible working where an employee splits their time between the workplace and remote working' [].Arrangements such as these offer workers a greater level of control, over where (location) and when (timing) their work tasks are performed, leading ...
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Institutions decided to adopt the hybrid work model where employees, including the management and educators, work by turns from home or remotely and on-site. The study uses the literature review to investigate available scientific literature on the possible effects of the hybrid work model on the employees' work productivity, specifically in a ...
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That requires companies to approach the problem from four different perspectives: (1) jobs and tasks; (2) employee preferences; (3) projects and workflows; and (4) inclusion and fairness. Leaders ...
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classify the thousands of papers on hybrid work, such as its effects on productivity, management, collegiality, wellbeing, inclusiveness, etc. As such, in this article we present a systematic literature review (SLR) of the contexts and tools of hybrid collaboration and meetings in HCI and CSCW, as
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However, hybrid work is still in its infancy and numerous challenges remain. Uneven, divergent sentiments exist among knowledge workers with regard to its benefits and challenges. Views often depend on an individual's lived experience with hybrid work, which is in turn influenced by factors such as generation, family status, corporate seniority
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At the same time, more than half of working Russians (65%) would prefer to continue working in an office/enterprise (aged 45 to 59 years - 71%), 8% of respondents would prefer to work remotely (aged 18 to 24 years - 33%) and in a hybrid format - 23% (most often, aged 18 to 44 years). According to the research "Organization of remote work in a ...
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Employees' work environment has drastically shifted from offices to homes. Telework is often a desired employee benefit, but employers consider it a temporary setting. The lasting COVID-19 pandemic has changed the concept of telework. Home office has gained importance and will likely become an essential part of the working environment even after the pandemic. This paper aims to identify the ...
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operating environment and hybrid work arrangements (e.g., location, sch edule, hours), the work process and its management . The proposed model was built ba sed on the findings of the literature
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A hybrid work schedule is a flexible work model that combines the 2 common work styles: in-person and remote. This means that workers don't need to be in the office all the time, but they're not 100% remote. Employees may be given times to be in the office or have the autonomy to choose when and where they get work done.
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The expansion of the open-pit exploitation of mineral raw materials, and especially the energy resources of fossil fuels, makes open-pit coal mines spatially dominant objects of large mining basins. Exploitation activities are accompanied by negative ecological impacts on the environment, which requires the integral planning, revitalization, reclamation, and rehabilitation of the disturbed ...
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What is a hybrid workplace model?

What is a hybrid work schedule?

In-office work schedule

Remote work schedule

Hybrid work schedule

Split week (3:2 model)

Shift/staggered schedule

Week on, week off

Flexible (or at will)

Synchronous versus asynchronous

Reduces operating costs

Boosts productivity

Increases employees' physical and mental health

Lowers turnover

Communication issues

Team member burnout

Lower morale

IT costs and cyber-security risks

How to bring more happiness to your hybrid workplace

Customer support

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