How to Design & Implement Hybrid Working Arrangements that work

Modern workplace dynamics are changing. Where viable, the hybrid work model (where employees split their time between the office and remote locations) is becoming a more popular option. However, as we adjust to this new (‘mass market’) paradigm, success isn’t achieved through simply permitting a certain number work-from-home days in a defined period.

The jury is still out on the performance and productive implications of increased work from home and hybrid models (see The Talent Strategy Groups excellence synopsis of the available research). Hence, designing and implementing a hybrid model that’s right for your organisation is a strategic exercise that requires forethought, planning, clear communication and well-crafted execution.

Part 1: Design.

Before you even start designing your hybrid arrangements, it’s important to acknowledge that hybrid work models are not universally applicable. The relevance and effectiveness depend heavily on the nature of the work being performed. That’s why we must start with some foundational exploration through key areas impacted by hybrid arrangements (listed below). In considering these things, you might realise hybrid working may not work for your organisation or team.

For instance, roles that need a high level of coordination and collaboration or which need to work closely with others in rapidly changing situations may not be well-suited for hybrid or remote setups. In such situation limitations in technology, while improving, still fall short of duplicating the nuances of in-person interactions that we experience when co-workers are in the same location.

Exploration & due diligence.

The design of hybrid work should be grounded in a thorough understanding of the work itself, how it needs to be executed, the environment it’ll be implemented in and how these factors interact to enable high performance.

Start by exploring the fundamental nature of work within the different parts of your organisation. By identifying how the work gets done, organisations are better equipped to design a hybrid work environment that meets operational efficiencies and supports employee engagement and cultural cohesion.

Key interconnected considerations for hybrid working arrangement design include (again reference the Talent Strategy Group article for early research data on many of the following):

●      Nature & type of work: What tasks are being performed, and how do they contribute to the organisation's objectives? How much direct supervision or managerial support do the majority of people need?

●      How do you define team? What is the appropriate work group to look for the design activity. A small group may be logical for some or it could be broader. Similarly understanding client needs early provides clear insight on appropriate working patterns. For example, an HR Business partner team will need to balance connection to their client group with their connection to each other.

●      Importance of collaboration: How critical is close collaboration to the success of the work outputs? What is the likely impact of physical proximity on the efficiency and outcomes of collaborative efforts – both at a tactical level and longer term.

●      Cultural fit: Consider the type of organisational culture you aim to cultivate. How essential are collaboration, broad networks and opportunities for deeper relationship building to building/ reinforcing your aspired culture?

●      Adaptability to change: Evaluate how rapidly and frequently changes occur in your work environment, their impact on how work is actually done and the adaptability required by individuals/ teams that arises from those changes.

●      Innovation & creativity: Investigate whether remote working conditions hinder innovation and creativity. Does a shift away from the traditional office environment affect the development and execution of new ideas?

●      Learning & growth: Understand the mechanisms of skill development and professional growth within your organisation. How do your employees learn best, and what opportunities exist for on-the-job training? If the answer is that they learn through working with, observing and listening from more senior people – then their career trajectory and longer-term contribution should be supported by the prevailing working pattern. (I often think of how much development a recent Graduate joining a professional services business might miss out on by working only 2 days in the office compared to a peer working 5 days in – assuming their more senior colleagues are in more frequently).

●      Employee retention and attraction: How much attrition is your organisation willing to tolerate? Do you understand how much flexibility your people need to retain their engagement and the level of flexibility that your preferred future hires might be attracted by? How might you minimise risk of early attrition through your selection and induction processes? Your answers should influence both your hybrid working approach and your recruitment and onboarding approach the recruitment strategy and the retention policies necessary to maintain a stable and motivated workforce. (A recent HBR article detailing research from Microsoft on effectively onboarding hybrid workers illustrates the theme here well).

Designing hybrid arrangements for different roles.

You’re likely to discover that a blanket hybrid rule for all employees isn’t going to work. Hybrid work is most effective when tailored to the specific requirements of the job (a statement of the completely obvious that is so often lacking in ‘discussion’ on the topic) and the desired outcomes of the work environment. To illustrate the significance of this, let’s examine three distinct positions at the same organisation – a bank: each requiring different work settings and interactions.

1. Hassan, Contact Centre Agent, Retail Banking

Hassan’s role is highly routine, regulated, and process-driven, with very limited collaboration required with his peers. His training is structured and formal, and other than in highly complex situations he works with minimal senior support. For Hassan, a fully remote setup could be ideal, supplemented by regular online training, virtual updates on team and company performance and infrequent face to face social activities to maintain engagement and connection.

2. Ethan, Product Marketing Specialist

Chris's job is creative, data-driven, and demands extensive collaboration across various teams. Their tasks are well-structured and planned (rather than spontaneous), and learning occurs on the job through hands-on experience. Given the need for teamwork, a hybrid arrangement where Chris spends two to three days per week in the office with their peers would foster the necessary collaboration, match the pace of change to their environment and work type and allow them to gain the benefit of WHF through reduced travel time and improved family time.

3. Ava, Investment Banker

Ava works in a highly dynamic and ambiguous environment that requires intense teamwork and communication, especially under pressure during active deals. The constantly changing nature of her job and intense collaboration required make it necessary for her to be present in the office, especially during critical periods to effectively manage and close deals. While a hybrid arrangement could be applicable during quiet periods, a traditional arrangement likely needs to be the default arrangement for Ava.

The context of the work is paramount.

These scenarios demonstrate how different roles within the same institution might benefit from varying degrees of remote, hybrid and in-office work. Context is the core guiding factor when it comes to designing remote and hybrid working configurations.

By focusing on the needs and demands of the job, we move beyond subjective preferences and make choices that inherently make sense for the organisation.

Part 2: Implementation

A comprehensive approach to implementing hybrid work arrangements emphasises flexibility, team empowerment, and strategic use of office space, ensuring that the transition is beneficial for the organisation and its employees.

1. Empower teams where you can.

Considering the interdependencies between different teams, empower teams by giving them autonomy to determine their office days based on their collective workflow and personal commitments. If key teams like (for example) product marketing and audience marketing are highly interdependent for their performance and productivity, their schedules should be aligned to ensure there are common days in the office. This is similarly true within teams – having more experienced teammates absent on days when the less experienced are in the office and have a greater opportunity to learn and build relationships with them – creates an easily avoided loss.

This ensures all members are present at the same time when needed, enhancing collaboration and cohesion. It also supports the overall business strategy by maximising productivity and maintaining a balance between professional and personal life.

As a side note, the simple act of having a team explore how and when they need to be together (and empowering them to select which days work best) disarms pretty much all the emotional and individual preferences that dominate the public debate on the topic.

2. Set clear expectations & minimum standards.

Building on the last point, clear expectations and accountability are vital. If the standard is for teams to be in the office at least two days per week, communicate this expectation clearly and (if you’ve bothered to set it, at least manage it on going). Hybrid arrangements often come with the flexibility to accommodate individual circumstances and the autonomy for individuals to select what days will be their in-office days. Whilst this level of individualism may be appropriate in some roles – for many, this commendable flexibility may have negative productivity, engagement and retention implications.

3. Recognise that this is a change – and change needs to be managed

Large scale hybrid working adds new dynamics into our workplaces. Consideration has to be given to effective change management. Clarity of communication is vital but is only one aspect – understanding and managing emotional reactions, connecting back to strategy and purpose, ensuring senior leader role modelling and building manager capability all need to form a part of a congruent and coordinated change program.

4. Real estate costs shouldn’t influence your design approach

No one wants to spend money on things they aren’t using. So, the temptation (like those in the NSW Govt) to focus on office costs is obvious. However, while reduced office space can lead to cost savings, the primary consideration should be adapting the workplace to changing work patterns. Hybrid work arrangements provide an opportunity to reconsider real estate usage. The physical design of the workplace should facilitate hybrid work models. For instance, fewer private desks may be needed, but more spaces for collaboration and meetings are essential.

I suspect that focusing on real estate costs before appropriate working models will likely cost more in terms of lost productivity and retention than any potential saving.

5. Ongoing evaluation & adaptation.

A hybrid work model should not be static; regular reviews and adjustments based on feedback and changing conditions are essential. This iterative process ensures the workplace continuously evolves to meet the needs of the organisation and its employees, leading to sustained productivity and engagement. This should include measures of employee engagement, retention, productivity and development.

Final thoughts.

While we’re still understanding the full implications of hybrid arrangements, one thing is clear: hybrid work is here to stay. On top of that, advancements in technology will continue to enhance our ability to work anywhere, suggesting a continuing shift towards remote working.

As we navigate this evolving landscape, it’s crucial to adapt and make informed decisions. A "one size fits all" hybrid approach is simply impractical; organisations that attempt to rigidly standardise their people practices are likely to encounter challenges with hybrid models. To thrive with hybrid arrangements, business leaders must embrace the possibilities with curiosity, flexibility, empowerment and foresight.

Design & implement a hybrid arrangement with Rutherford HR.

Designing and implementing the ideal hybrid environment — that aligns with organisational goals and employee needs — requires a structured approach. Contact us to design the right hybrid model for your company, and then engage the implementation strategies needed to effectively roll it out and sustain it.

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