What is a Hybrid Work Policy and Why Does Every Company Need One?


Over the last eighteen months, we have encountered numerous return-to-office surveys and reports. In particular, these detail where employees want to work and where executives want employees to work. After going through the data, it’s fair to summarize that on average, 68% of executives want employees to work in the office most of the time, while only 15% of employees want to be in the office for the majority of their work hours. Meanwhile, 50% of employees want to work in the office some of the time. And finally, about 35% of employees don’t want to work from the office ever again. 

This indicates that there’s a substantial gap between what executives want and what employees prefer. It’s also why we see many companies state that hybrid working will be how most of their employees will work moving forward. And so, what is a hybrid work policy and how can you create a hybrid work policy that your company can use.

What is a hybrid work policy?

Put simply: a hybrid workOpens in a new tab. policy is an agreement that outlines where, when, and how employees can work. These policies can be temporary or permanent. They describe who can work hybrid, best practices to follow, and the legal rights of hybrid employees.

Why create a hybrid work policy? Establishing a hybrid work policy provides the following opportunities to companies: 

  • attract and retain diverse talent
  • increase productivity and innovation
  • build social cohesion
  • reduce employment and real estate costs
  • provide employees with increased flexibility

Creating and operating a hybrid work policy is a complex process: there is no generic right answer. The fact there is no right answer should provide comfort and you should expect iteration, resistance, and an emotional rollercoaster.    

This article highlights the many considerations companies should bear in mind when crafting these policies. To make hybrid work effective, companies should apply a hybrid work policy best suited to them. 

Here are the eight guiding principles you should consider when constructing a hybrid work policy:

1. Create a hybrid work policy with a remote-first mindset.

2. Create a hybrid work position within the organization that reports to senior leadership.

3. Define hybrid work roles that fit your organization.

4. Create a hybrid working etiquette handbook.

5. Create a communication and training plan for the organization.

6. Provide hybrid training to all levels in the organization.

7. Identify and measure critical success factors.

8. Prepare for iteration.

Before we get into the specifics of what a hybrid work policy is, let’s define hybrid work and its numerous benefits. 

What is hybrid work?

Hybrid work is, in the simplest terms, a flexible working model. It affords employees the flexibility to decide where they will work. They can choose to work from home, in the office, a co-working space, or a combination.  

At its core, hybrid working aims to match the task to the place. Some employees might find it easier to do specific tasks remotely. Others might prefer collaborating with colleagues in an office setup.

Most employees prefer a hybrid working pattern because it increases productivity by lessening commute time. It also allows employees the freedom to choose where they would be most comfortable to work. Finally, it creates a healthier work-life balance and reduces childcare costs. 

Benefits of Hybrid Work to the Employee and Employer

From the perspective of the employee

– Reduces workplace distractions.

– Allows you to be more comfortable and, therefore, more creative.

– Allows you to work whenever you want.

– Optimizes your time.

– Improves work-life balance.

From the perspective of the employer

– Allows for a wider talent pool.

– Creates opportunities for more diverse and inclusive teams.

– Increases productivity.

– Increases employee retention.

– Fosters better employee collaboration.

– Saves money on rent and other office expenses.

Along with the many different types of hybrid work styles, there are many lessons that we have learned: Do people need to be in the office full-time? Why do employees have to be in the office? What does bringing people together mean in concrete value terms for the organization?

The hybrid work model allows organizations to be more inclusive. It gives room to create more diverse teams than the traditional in-office work models. It also enables employees from anywhere in the world to contribute to the organization.

To create a hybrid work policy, we need to look at how the company has been working for the last eighteen months. What positives have come out of it? What was missed, and what is needed going forward to get the best out of both worlds? Study and learn from companies that have already implemented hybrid strategies.

Recruiter and career coach Stephanie Yu, says, “If you don’t adapt to the new normal of hybrid work with flexible work policies, you’re losing out on incredible talent. Candidates are constantly and consistently telling me they’re actively looking to leave their current employer because they are forced to go back into the office.”

Stephanie’s words are a valuable piece of advice, particularly for companies looking to increase their workforce with talented and motivated employees. 

Who is Responsible for the Hybrid Work Policy?

The hybrid work policy has to be a cross-functional team effort with executive leadership oversight. The team should also involve the Human Resources, IT, Real Estate,  Finance, and Legal departments. This is also THE Change Management Challenge of the moment.

Nicole Dessain suggests, “I think human resources professionals are the architects of the hybrid framework. Leaders are the designers of their hybrid team environments. And employees are hybrid work co-creators.”

Create a Hybrid Work Policy that Works for your Company

The following 27 factors are critical to creating a hybrid work policy:

Culture fit

This is the perfect time for leaders to think about the culture they want to foster and how it translates to daily operations. A hybrid work policy must fit your company culture and align with your mission and purpose. It also needs to be aligned with the culture of where your company operates.

One size does not fit all

There is no company on this earth like your company. Each company has its own unique culture, purpose, values, demographics, processes, and personality. A hybrid work policy needs to be a unique company fit.

Employee sentiments

Before making any sweeping changes to company policy, it’s imperative to consult the people who will be most affected – your employees. Consider their thoughts as you weigh your options. Even better, directly ask for their feedback on how the future of work should look. 

By doing so, they will feel acknowledged. Further, ensure the policies enacted actually meet the needs of the company and its employees so your employees are more likely to adopt new company policies readily. 

A remote-first mindset

Traditionally, many companies and teams utilize distributed offices.  Add the complexity of hybrid working, the chances of all team members being in the same office at the same time are very low.  Therefore, you need a policy and framework that expects remote communication and collaboration. The policy put in place will naturally fit each work mode within an organization.

Clear definitions

The entire organization must speak the same language. Each person must be familiar with the specifics of the policy. Furthermore, define what the following commonly-used terms mean for your organization:

In-Office: Employees work in the office most of the time

Hybrid: Employees work from the office some of the time and from home some of the time

Overlap hybrid: Employees spend 1-4 days a week in the office and work from home the other days

Remote: Employees are allowed to work remotely, be it from home or wherever they’re most comfortable

Standard working hours: Core working hours when employees should be available

Work from anywhere: Employees can work from anywhere 

Work from home: Employees can work from home

Erik Thomas, Senior Staffing Executive-Assistant Vice President-Salaried Professional Service (SPS) at Robert Half, states, “It is now a rarity in interviews to have someone say they want to be in office. It still happens, but it’s 1 out of 10. The rest all want hybrid or 100% remote.” 

Work modes

Identify and create work modes that fit your organization. 

In-office: Who will be required to work in the office most of the time?

Hybrid: Who can work hybrid, when will hybrid employees work in the office, and where will hybrid employees work when not in the office?

Remote: Who is allowed to work remotely? What does remote mean? 

Roles: Identify the roles that fall into each category.

Teams: Identify the teams that fall into each work mode.

Decision-maker

Define early on who decides who works in each mode. Will executive leadership, managers, or employees decide?  There are pros and cons for each of these options.  But, there is a real opportunity for individuals, teams, and managers to create a Hybrid Work Agreement that benefits everyone. Of course, all parties should come together on the Hybrid Work Agreement. This document highlights who, where, and how each team member will work.  Each team member should have the opportunity to provide input and ultimately agree on what works best for the team.

Days in the office

Set expectations on the number of days hybrid employees will be expected to be in the office. Align these expectations with the culture of your company. For example, Catrin Lewis, Head of Global Engagement and Internal Communications at Reward Gateway, says:

After many weeks of reflection, research, listening, and learning, we’ve shared Reward Gateway’s flexible, hybrid working policy with our people. The article was shared on boom! our engagement platform, and has hit 74% readership across the business and 34 reactions in 2 days. We can see that employees are keen on reading this content and knowing what the future of work looks like.

The main thing that’s struck me with the simplified approach of “you’re either at home or in the office” is that it doesn’t acknowledge the task at hand and help employees understand where you’re most likely to be productive, supported, and able to work best.

For this reason, we’ve created 8 Work Modes. They neatly align with our 8 values and help remove the uncertainty for employees as to where they need to be. Our offices have been designed with the RG Work Modes in mind and dedicated spaces that enable them. It means that as an RG employee, you can plan your diary and increase the value of your time and travel by being in the best place to do what you need to do.

Eligibility

Provide clear and transparent guidance and detail the circumstance of who qualifies for each work mode. Provide clear examples of the roles that will be categorized as in-office, hybrid, and remote. What will be your criteria for determining employees who can work remotely?  Remember, 35% of employees don’t want to work in an office again.

Nature of work

Consider the types of roles and functions that take place across the company. How does the policy impact their work? How does each role interact with internal and external stakeholders daily? How much collaboration is required to be successful in each role? Further, consider the processes each team follows. Now is the time for each team to document and digitize these processes. 

Tenure and experience

As employees grow and contribute more to the organization, they may receive promotions. How will employees’ tenure and experience impact their need to be in the office?  Consider changing work styles and identifying critical success factors for each role.

Age

Different ages and experience levels have different needs. Younger employees may have little work experience and therefore need to be in the office more than most.  Also, consider who should train a fresh recruit. Training can be hands-on, but a lot of training is through osmosis — learning by observing others’ actions.  As companies hire new talent, how will they be onboarded? What are a manager’s responsibilities to ensure a successful onboarding and a happy employee?

Work hours

Create core hours when all employees should be available to work and hours when employees will not need to work. These time chunks can be as long or as short as they need to be. Defined hours help employees provide boundaries — a blurred line between work and home has been a long-running problem for many. If possible, have a day that doesn’t allow for Zoom meetings. 

Performance

Many organizations have performed well when their employees are working in an office together. Others see better results when most employees are working remotely.  How will hybrid working impact your company performance? Which teams perform better in which environment? What are the critical success factors by which you’re going to measure performance in a hybrid world?

Address Bias

Many biases subtly impact how we work and how teams come together.  Take the time to address each when drafting a hybrid work policy. Consider how employees will treat each other moving forward and career progression opportunities, among others.  Below is a list of common biases found in the workplace:

1. Affinity bias: The tendency to gravitate towards people like you

2. Attribution bias: Belief that other people’s success is due to luck

3. Attractiveness bias: Belief that attractive people are more competent

4. Conformity bias: The pressure to act like others

5. Confirmation bias:  A conclusion is drawn based on your experiences or beliefs

6. Name bias: The tendency to treat some names preferable over others

7. Gender bias: Preferring one gender over the other

8. Ageism: Discrimination due to age

9. Perception bias: Treating others based on assumption rather than reality

10. Height bias: Treating an individual differently because of their height

11. Contrast effect: Comparing one thing versus another even when there are other comparison points

12. Halo effect: Believing all attributes are exceptional when we see only one positive attribute 

13. Horns effect: Believing all attributes are negative when we see that one negative attribute

Environmental impact

Despite having a hybrid work policy, it’s possible that corporate offices still operate as if they are fully occupied. Consider how you can cut your company’s carbon footprint in this instance. 

Technology

Hybrid working requires knowledge of technology. Technologies include desk booking, softphones, video conferencing, collaboration tools, etcetera. All of these tools need to work differently to address hybrid needs. For example, everyone can understand how Zoom works, more or less. How does this setup change when some are in the office while others are elsewhere? What other technologies do you need to onboard to make hybrid working more convenient? 

Digitization

Digitize and publish the hybrid work policy and all related documents to enable real-time feedback and iteration. As perspectives and sentiments shift, companies will need to adjust their policies.

David Ackert, the president of technology and consulting firm Ackert Inc., says the following:

“Some legal experts think the new hybrid policies may go the way of unlimited vacation policies or parental leave at many firms: a paper policy that doesn’t align with reality. Lawyers at big law firms are generally, by nature, competitive and ambitious. And in an environment where a firm’s leaders have come up the ranks, in-person and attorneys are pitted against each other for origination credits and as partnership prospects, attorneys will likely gravitate toward in-office and in-person work to get ahead of their internal competitors.”

Equipment

What support will be provided to employees when they work outside of the office? If employees are working away from the office 50% of the time, what equipment can the employers provide to help employees be productive? The most common things employees request while working remotely, though it varies by location and job role, are a desk, chair, large screen, and secure internet.

Security

The office provides many security features we often take for granted. It’s a safe environment for employees to work, talk, socialize and share information. However, remote work may pose data security concerns which companies will need to manage. Further, employees need training on the best practices regarding the following:

Cyber Security:

– VPN

– Multi-factor authentication

– Firewalls

– Antivirus

– Phishing

Data Security:

– Personnel files

– Customer contracts

– Company confidential information

– Print material

– Access to work phone

– Access to screens

– Confidentiality during conferences

– Where to conduct highly confidential conversations

Safety

How do you plan to reduce risks and hazards when employees are in the office? Here are some safety measures you can consider:

1. Handle loose cables, faulty equipment, and other hazards appropriately.

2. Set safety measures and practices against fire hazards. 

3. Establish social distancing rules. 

4. Alleviate work-related stress and isolation by checking in with your employees.

Remote location considerations

The location of a company’s employee often determines the payroll, worker compensation, salary, and benefits. Be reasonable and fair in deciding these factors. Be mindful of data protection considerations since a remote workforce increases the risk of insecure Wi-Fi connections. Establish robust processes to protect company data. Lastly, set the ground rules for etiquette and norms for remote employees. Make it a point to check on them to avoid making them feel detached or estranged from the team.

Onboarding new hires

Create an effective training program suitable for your team that incorporates introducing, integrating, acquainting, and socializing. Reinforce company values and encourage feedback through standardized procedures and effective communication channels. Some employees might not have access to the necessary resources such as Wi-Fi, headphones, office desks, and VPN. How are you going to provide these tools and equipment for them?

Exit interview questions

Ask each employee who leaves the company if where they work contributed to their decision to leave. Track and communicate the response by business and location. Use their feedback to improve the system and leadership in your company. Establish how you measure success and set reasonable, measurable goals.

Tax implications

Where an employee works full-time or part-time can have a tax consequence for the company and employee. Understand the implications for the organization for each tax jurisdiction, and guide employees on potential personal tax consequences. Provide guidelines on steps employees can take to understand their situation better.

Salary expectations

Will there be a salary adjustment for employees who don’t come into the office full-time? Will salaries be adjusted for employees who relocate or work in a different country, state, or city? Set expectations and communicate any adjustments. 

Morgan Stanley CEO James Gorman suggested that workers who don’t report to the firm’s New York City headquarters should earn lower salaries than those who show up in person.  “If you want to get paid New York rates, you work in New York. None of this, ‘I’m in Colorado…’ and getting paid like I’m sitting in New York City. Sorry, that doesn’t work.”

Subsidies

Clarify the remote work stipends and when your employees are entitled to receive them. Employees can use these stipends to build their remote workspace. Alternatively, give them access to personalized perks. Tailor these perks to your employees’ needs, the amount of work they do, and your company’s capacities. HubSpot, for example, provides a stipend of $60/month tax-free monthly stipend to remote employees. Buffer, on the other hand, provides the following:

– $200/month: “Working Smarter” stipend for coffee shop working purchases

– $500/teammate: home office setup

– $200/year: tech/office needs

– Internet reimbursement stipend

– $850/year continuous learning stipend

Hybrid Work Policy Communication Plan

Proper communication is an absolute prerequisite for the successful implementation of a hybrid work policy. Mismatched expectations and ineffective communication could lead to misunderstandings, which affect the team dynamic and productivity. 

What works for other companies or organizations may not work for your company. The first step to building an effective communication method is taking the time to assess your employees’ needs and preferences as well as your current systems. Ask yourself:

– How do you communicate daily tasks to your teammates? 

– How do you conduct serious, one-on-one conversations?

– What tools do you use when communicating remotely? Are they effective?

– What asynchronous and synchronous communication tools do you use?

In creating the communication plan, employee feedback is vital. It should even be centered on them so that you can come up with the most effective method that ensures proper communication between everyone.

Thompson Coburn Partner, John Viola says, “[t]here should be announcements and meetings that cover changes so that people feel they’re a part of the process because let’s face it, many of us like working at home. Right? So you’re going to deal with the moral issue when people who have to commute, get dressed up and are used to enjoying more free time than they would have when working in the office environment.”

Once you’ve decided on the optimal communication plan, it’s time to implement that strategy. Make sure that these methods are clear to everyone on the team. If done correctly, this can open many creative and interactive opportunities that could even strengthen team dynamics. HR Project Manager at Open GI, Susan Self, says, “The hybrid way of working is something I’m excited to return to and this is such a great way of showing the value and how to think about the benefits of your different work modes, love it.”

But the job doesn’t stop at laying down the groundwork and implementing plans. Assess the results of the communication plan. You might find that there are some things you can further improve, some details that need refining.

The Time for Hybrid Work is Now

It’s best to come up with these strategies now rather than later. As Michal Marciniak, founder and CEO at veventy.com, puts it, “Remote work, it’s not the future. It’s now and should be available for any team member. The location should be our choice in our digital era. We are fully remote now and we love it.”

The hybrid work model has already been proven in multiple surveys to be the model that employees prefer. It has been shown to generate productivity, which in turn generates quality results. Adapting to the times is essential for any company.

However, in transitioning to a hybrid pattern, be sure to establish the company and the team’s shared purpose. Don’t let your people forget the company goals, values, and culture. A different working environment might be difficult since some might feel detached from the physical work environment, and therefore the company. Always foster a sense of accountability and responsibility among employees. Build a strong hybrid culture by empowering employees, being inclusive, practicing transparency, and treating everyone fairly.

Phil Libin, founder of Evernote, said by going fully remote, he’s given his company three superpowers:

1. The ability to hire talent not just globally, but locally. Phil Libin also says they’re never going to go back to listing a location in a job.

2. There’s no need for commuting. Every person on the team gets back two extra hours a day.

3. Everyone avoids the extreme expense of living in major cities.

Hybrid Work Policy Training Plan

Just as working setups and norms have changed, training new employees will have to go through adjustments. Your training programs must properly train employees for a hybrid pattern. You will need flexible approaches to learning and engaging communication methods.

Here are five points that you can take into consideration when developing an effective training plan for your company:

1. Company values

It’s critical to convey the company values to trainees and revisit them with employees. This is much more important given that they can work from anywhere. Being familiar with your company’s values ensures that everyone is working towards the same goal.

2. Collaboration and communication

Find out the optimal communication method to incorporate trainees into existing teams. Trainees need to feel that they are part of the team, that they are welcome. Effective communication is vital to create a healthy and productive team dynamic.

3. Interactivity

It’s tough to get the entire team together. And it’s harder to keep their attention.  Eliminate distractions that might draw you away from the meeting. Create an interactive environment by encouraging everyone to participate with questions, polls, quizzes, and other training methods.

4. Consider blended learning techniques

Identify the best delivery method for each learning content to achieve the best results. Training could be done with live virtual sessions, video & animations, or self-study. Have synchronous or asynchronous sessions. You can also consider a mix of both. Be creative and come up with an entirely new method designed specifically for your team. Make sure that there are still collaborative opportunities for them.

5. Monitor pain points

Set specific goals for the program and measure results within a reasonable timeframe. Observe the shortcomings of your training program. Gather feedback from employees to further improve on it. Encourage them to be open with their suggestions and constructive with their criticisms.

Hybrid Work Etiquette Handbook

The pandemic has driven many necessary changes. Along with the hybrid working model, it has also pushed us to change how we interact with other people and how we present ourselves. In a hybrid working environment and with the context of COVID-19, it is imperative to develop rules of etiquette that will suit the situation.

Here are nine things you may consider in creating your company’s etiquette handbook:

1. Scheduling transparency

Be clear on who’s working from home and who’s working in the office. In such a flexible workspace, an open line of communication is needed to ensure optimal productivity and maintain a collaborative environment. Being aware of each other’s working hours will prevent messaging or calling at inappropriate times, especially if you have employees working in different time zones.

2. Make sure everyone understands the rules

Be explicit on the expectations and norms. Don’t use vague terms or unknown acronyms. Make sure that the rules and etiquette are clear and that employees understand the company’s expectations of them.

3. Hybrid meetings

With some employees working from home, meetings will become a mix of virtual and physical. Create a system of inclusivity where everyone gets a chance to speak. Make sure that remote employees don’t get left out of the discussion.

4. Virtual etiquette

How should remote employees dress? Will there be days for dressing down and dressing formally? What backgrounds should remote employees use when attending meetings virtually? Should their cameras be turned on at all times? Should their microphones be muted unless they have something to say? Should they turn off all distractions? Remote employees should also check their mics, camera, and Internet connection ahead of the meeting.

5. Setting up response times

Gather your team to decide on appropriate response times to any form of work communication. This will help avoid sending messages at inappropriate times or waiting without knowing when to expect a reply.

6. Set time limits for meetings

The team should be in agreement on the necessity and duration of meetings. Set an agenda for meetings and stick to it. You can also send all relevant materials to the attendees beforehand to save time.

7. Set boundaries and respect each other’s time

This rings true for the traditional working model as well. Avoid making employees put in extra hours of work even if they are working remotely. Don’t contact them on their off-hours unless urgent. Likewise, don’t assume everyone should adjust to your schedule.

8. Keep the workspace clean

Everyone shares responsibility in keeping their personal and shared workspaces clean. Don’t simply rely on the janitors. You can encourage CAYGO (Clean As You Go). Encourage employees to help out in wiping the tables in shared spaces such as meeting rooms to ensure that it’s clean for the next group.

9. Be empathetic and kind

Hybrid working systems or not, we should always exercise empathy and kindness. Treat people with kindness and respect cultural differences. The pandemic has only strengthened the need for empathy. It would be best to foster an inclusive, healthy, and safe workplace for everyone.

Getting your Hybrid Work Policy Wrong: The Case of Apple

On June 2, 2021, Tim Cook emailed all Apple’s employees, asking them to return to the office in early September. Apple’s CEO requires Apple staff to be present in the office for at least three days a week. He believes that video conferencing can’t replace in-person collaboration. 

All isn’t lost, however. Apple will provide all employees the opportunity to work remotely for two weeks per year. Despite this offer, Apple employees pushed back with an internal letter. Some employees even quit.

A section of the letterOpens in a new tab. reads: 

That Apple’s remote/location-flexible work policy, and the communication around it, have already forced some of our colleagues to quit. Without the inclusivity that flexibility brings, many of us feel we have to choose between either a combination of our families, our well-being, and being empowered to do our best work, or being a part of Apple.

Here are the specific requests outlined by  Apple employees in the letter:

– We are formally requesting that Apple considers remote and location-flexible work decisions to be as autonomous for a team to decide as are hiring decisions.

– We are formally requesting a company-wide recurring short survey with a clearly structured and transparent communication/feedback process at the company-wide level, organization-wide level, and team-wide level, covering topics listed below.

– We are formally requesting a question about employee churn due to remote work be added to exit interviews.

– We are formally requesting a transparent, clear plan of action to accommodate disabilities via onsite, offsite, remote, hybrid, or otherwise location-flexible work.

– We are formally requesting insight into the environmental impact of returning to onsite in-person work, and how permanent remote and location flexibility could offset that impact.

How did Apple get it so wrong in its employees’ eyes? Put simply, Apple employees felt ignored. The executives failed to acknowledge how its employees successfully delivered quality work amidst a pandemic. Furthermore, there is also a lack of employee autonomy in the policy. For employees who have enjoyed autonomy, this is quite an about-face.

Many employees who have worked remotely for over a year have done so stellarly. Because they are in control of their time, they have been more productive and efficient. Many employees do not see the “need” to return to an office; they have proven their worth! They have collaborated with the help of numerous remote working tools.

Nicole Dessain, the Chief Employee Experience Designer at talent.imperative Inc., believes that the calls for in-person collaboration have more to do with Management’s desire for control. They’re not basing decisions on data or facts about employee performance over the last 18 months. 

Companies with Hybrid Work Model

Now Apple isn’t alone in making sweeping decisions on how people show up for work. How do other companies’ work policies compare to this tech giant? Here are just some hybrid work policies announced by other tech companies: 

Facebook 

The future of work at Facebook is hybrid and remote. Mark Zuckerberg announced that Facebook will be increasing work flexibility for all employees. Facebook envisions that in the next 5-10 years, 50% of the workforce will go fully remote. Through this, the social media firm hopes to be able to hire anyone from anywhere. Their hybrid work policy includes the following points:

1. “Office” employees can work from home up to 50% of the time once offices reopen.

2. All employees get 20 business days per year to work from anywhere in the world.

3. All employees can apply for full-time 100% remote work either in the country of employment or in the UK, Canada, and the US. This will expand to more countries over time, starting with seven additional European countries in Jan 2022.

Amazon

The e-commerce company said that it expects its corporate workers to work at least three days per week in the office.

Netflix

Netflix’s CEO has been one of the most vocal against remote work. In an interview with the Wall Street Journal, Reed Hastings calls remote work a “pure negative”.

Google

The company’s initial plan was for all employees to return to the office for at least three days a week. Last month, Google took back that plan and said that it was adopting a flexible model that included coming back to the office, working from another office, or staying fully remote. Google is also providing employees the ability to work from anywhere four weeks a year.

Spotify 

The Swedish music streaming giant has offered next-level flexibility. It’s allowing employees to work from anywhere they want as long as it doesn’t throw up legal barriers and the time zones make sense. The company said it would give the same pay no matter the location.

BlackRock

Larry Fink, CEO of BlackRock, seems skeptical of the work-from-home trend. Fink laments that over 400 young people have joined their company and haven’t yet experienced a physical setup. He muses that there will be more problems in the future with remote work. He states: “Cultures were not meant to be done in a remote fashion, and culture is what binds and unifies us. I’m still not sure how well we’re doing on a cultural basis.”

Some people might oppose the idea of remote work. But the reality is that many companies have allowed employees to work from home. They placed incredible amounts of trust in their employees. And this trust has been deserved, for the most part. In fact, most companies have figured out new ways of working and developed methods suited for their company. These could range from being office-centric hybrids on one end of the hybrid spectrum to remote-centric on the other end. Some companies who have developed their own hybrid patterns are:

Citigroup 

They implemented a 50% split between remote/hybrid and in-office work. However, hybrid work is not available to all employees. The CEO also made a company-wide rule banning video meetings on Fridays.

Microsoft

They allow their employees to work from home at least 50% of the time, but workers can get manager approval to increase their remote schedule.

Lockheed Martin

Only 3% of their workforce telecommutes pre-pandemic. Up to 45% of the company will be hybrid. However, managers have to undergo 20 hours of training to lead in the post-pandemic world.

To Wrap Up

Whether we like it or not, we have to rethink the way we work. Through this, we found that remote working is an effective alternative to in-office work. Indeed, there are a host of benefits to it. To companies wary of switching to a completely remote work model, hybrid work is a great middle ground. Employees can still collaborate in person when necessary while maintaining the productivity they experienced while working remotely. 

We hope that this piece has given you clarity on the steps that your company needs to take. 

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