Can we create a healthy hybrid work experience for all?
The hybrid working model has been gaining prominence over the past few years, and it seems safe to say that it is here to stay (van Vulpen, 2021). This model is characterized as a way of combining working from home (or another place) with working in the office (Iqbal et al., 2021).
Currently, organizations are faced with a big challenge — how will this be hybrid “workspace” work? (Edmondson & Mortensen, 2021).
Let’s start by exploring the risks and challenges. One of the key issues in hybrid work is the feeling of insecurity. This feeling arises at the beginning of the implementation of the model and is transversal to those who contribute to the organization and may jeopardize their psychological well-being (Edmondson & Mortensen, 2021). Another aspect to be taken into consideration is the issue of predictability, which is in question once we feel that collaborators are not present. (Edmondson & Mortensen, 2021). This has consequently the feeling of loss of control for the organization, since, apparently, it has no contact with all the work developed by its employees (Neeley & Mills, 2021).
Another issue to consider is the generational shock that may occur, since the younger generation has an easier time working with technology (van Vulpen, 2021) and hugely prefer the remote working flexibility. In addition, sometimes the employee may need specific equipment that is in the office and vice versa (Lufkin, 2021).
Finally, it is also important to consider that the work-family/work-life balance/integration is a challenge and, therefore, it is important that employees have the autonomy to decide which days they go to the office and which days they stay at home. It is also necessary for employees to clearly see the advantages of going to the organization and the consequences resulting from the adoption of this model (Edmondson & Mortensen, 2021; van Vulpen, 2021).
All of this can culminate in negative outcomes in terms of well-being and mental health, such as feelings of insecurity, discrepancies, discrimination, loss of control, predictability, with consequences for both the organization and the employees. Isolation behaviors and feelings of loneliness may also arise, as well as higher levels of stress, associated with a perception of injustice, as some employees frequent the office and others may not. (Edmondson & Mortensen, 2021; Neeley & Mills, 2021; van Vulpen, 2021).
We know, however, that this model has clear advantages, namely the promotion of employee autonomy and motivation, increasing their productivity (Iqbal et al., 2021), which results into profitability for the organization itself. Flexibility is also associated with high autonomy, which also results in greater happiness and well-being for the employee, being associated with lower levels of stress and an increase in their health (Neeley & Mills, 2021; Ordem dos Psicólogos Portugueses, 2020).
It is then crucial that human resources management work in conjunction with management and employees to understand what the best format is for each one, including the number of days and which days they should spend at home, and at the office, ensuring that this process is as clear and participative as possible (Neeley & Mills, 2021; van Vulpen, 2021). It should, therefore, value flexibility above anything else (Caminiti, 2021) and ensure that both at home/remotely and in the office, there are conditions for the development of work, seeking to combat feelings of insecurity, isolation, and loneliness, ensuring employees’ physical and mental well-being (Edmondson & Mortensen, 2021; Neeley & Mills, 2021).
Also, management should demonstrate high levels of trust in all teams, invests in teamwork, prioritizing outcomes rather than outputs (Edmondson & Mortensen, 2021; van Vulpen, 2021) and show interest in how the employees are working and how they feel about the hybrid model to make possible all necessary adjustments and to transmit security to the employees, as well as the possibility of sharing and learning (Lufkin, 2021).
We should also keep in mind that sometimes strategies that work in one organization may not be transferable. We must have the ability to see what the needs of our organization (Neeley & Mills, 2021) and our employees are, and ensure that the process occurs in an articulated and not imposed way.
There are, however, some key actions to consider:
- Allow employees to decide what time is best for them, what they want is flexibility, not necessarily working in a hybrid format.
- Ensure that employees have the necessary equipment to carry out their work anywhere. It is important to guarantee that there are conditions and systems in the organization to admit all employees, regardless of the regime they are in.
- Use a common platform, which allows safe and clear communication, in real time, to facilitate supervisory processes, but also teamwork.
- Invest in group dynamics that enhance the feeling of teamwork.
- Promote the autonomy of employees, facilitating their involvement in work and promoting a sense of belonging to the organization.
- Managers must also invest in moments of sharing, where employees can share their ideas and needs, but they must also set an example.
- Ensuring that all employees have access to the same opportunities, regardless of the scheme they choose. It is up to the leadership to speak directly with their teams and make them aware of what is intended and what are the goals to be achieved.
- Avoiding extended working hours, to allow employees to have flexibility without feeling that they must be constantly available and working to compensate not going to the office, thus enhancing the work-life balance/integration.
References
Caminiti, S. (2021). Here’s why flexibility, not hybrid, is what employees say they want. CNBC. https://www.cnbc.com/2021/09/20/a-hybrid-arrangement-might-not-be-what-workers-want-after-all.html?utm_content=Main&utm_medium=Social&utm_source=Facebook&fbclid=IwAR1KFLQcfyiUh0UG7vAoFS1b8kUvtl-pklPyWfBcYC3kCbSnVLPMV_GOuAE#Echobox=1632166557
Edmondson, A. M., & Mortensen, M. (2021). What psychological safety looks like in a hybrid workplace. Harvard Business Review. https://hbr.org/2021/04/what-psychological-safety-looks-like-in-a-hybrid-workplace?registration=success
Iqbal, K. M. J., Khalid, F., & Barykin, S. Y. (2021). Hybrid workplace: The future of work. In Handbook of Research on Future Opportunities for Technology Management Education (pp. 28–48). Information Science Reference. https://doi.org/10.4018/978-1-7998-8327-2.ch003
Keane, J., & Heiser, T. (2021). 4 strategies for building a hybrid workplace that works. Harvard Business Review. https://hbr.org/2021/07/4-strategies-for-building-a-hybrid-workplace-that-works
Lufkin, B. (2021). Why workers might eventually reject hybrid work. BBC Worklife. https://www.bbc.com/worklife/article/20210920-why-workers-might-eventually-reject-hybrid-work
Neeley, T., & Mills, K. (2021). Speaking of psychology: Back to the office? The future of remote and hybrid work, with tsedal neeley, PhD. American Psychology Association. https://www.apa.org/research/action/speaking-of-psychology/remote-hybrid-work
Ordem dos Psicólogos Portugueses (2020). Contributo OPP — O Custo do Stress e dos Problemas de Saúde Psicológica no Trabalho, em Portugal. Lisboa
Van Vulpen, E. (2021). The hybrid era of work: 5 strategic opportunities for HR. AIHR. https://www.aihr.com/blog/hybrid-work-strategic-opportunities/
