Is it the end for hybrid working?

The COVID-19 pandemic prompted organisations to recognise the feasibility of remote work for their employees.

Consequently, as pandemic-related restrictions eased, and the workforce sought to preserve the newfound flexibility they had experienced, a substantial number of organisations embraced hybrid work policies for their staff.

Now as the disruption of the last few years settles, global indicators suggest the “great hybrid experiment” may not have gone as planned for organisations.

A survey by ResumeBuild of 1000 corporate American decision-makers found that 90% of companies will require employees to return to the office in 2024.

Closer to home in Australia, a survey conducted by nine.com.au in June found that 67% of Australians think that it is “time for more employees to return to the office or in-person work. And just last week, Suncorp’s Australian branch made the move to allow team leaders to award bonuses based on who makes an appearance at work.

But HR leaders in Kiwi organisations are bucking this trend; saying that while it comes with unique challenges, hybrid working is here to stay.

Hybrid work here to stay, say HR leaders

At Suncorp New Zealand, they’ve been offering hybrid work for years and do not offer any direct incentives to attend the office. Instead, the company takes a balanced approach to scorecard measures.

“As part of this, employees are asked to agree and implement a hybrid work plan that considers both business and individual needs and reinforces our expectation that everyone will support our flexible working approach,” Catherine Dixon, EGM people & culture, told HRD.

“We understand that a one-size-fits-all approach isn’t particularly effective and our leaders work with their teams to create hybrid-working plans that balance the needs of our customers, the team and individuals.”

Hybrid: Not a response to Covid, it’s a strategic shift

It's clear that hybrid work isn't just a response to COVID; it's a strategic shift, said Sarah Able, chief people & culture officer at the Cooperative Bank.

 “It combines the best of remote and in-person work to create a thriving, adaptable work culture.”

At the Cooperative Bank, hybrid work was offered even before the pandemic.

“It wasn't new to us, but we realised post-COVID, that maintaining the office's allure was a challenge,” she said. 

To keep the “mojo” alive at the bank, they formed 'team mojo’ to boost fun and connection within the organisation. “It's made a massive impact and continues to resonate. People genuinely want to come into the office now,” said Able.

At Suncorp, they’ve also seen how in-person collaboration impacts well-being and productivity.

“The balance between home and office is crucial for reaping the benefits of both,” said Dixon.

Finding the right balance with hybrid work

In agreeance, Amie Amosa, chief people officer at Hammerforce, said, “The key challenge is finding the right balance.

“At Hammerforce, we were all about outcomes, so transitioning to hybrid work was more of a cultural evolution. Clarity in deliverables and a focus on outcomes became essential for us. The key has been refining tools and practices.”

As a multinational business with different geographies and time zones, making hybrid work effective is critical for the organisation.

“It's about giving people flexibility to manage their time to deliver outcomes that align with their unique situations,” said Amosa.

It's a conversation between businesses and employees, said Dixon. “We understand the importance of connecting, collaborating, and delivering, no matter where you work.”

In agreeance Amosa said, “It's about finding that perfect balance that works for your team and your business.”

“Hybrid work is here to stay. We see hybrid work as the way of the future. It allows us to adapt to the changing needs of our people and our business. For us, it's about delivering outcomes efficiently, no matter where our team members are,” she said.