Hybrid Working: Why Only Focusing on Younger people is the wrong strategy

Hybrid working presents unique challenges and opportunities for different generations.

The convenient binary argument (if the press is to be believed) is that older workers are heavily tied to their  traditional office environments, seeing face to face working as essential for productivity and team cohesion. Meanwhile, Gen Y and younger generations prioritise flexibility, viewing remote work as a way to enhance work-life balance and efficiency, utilise new technology and change the paradigm on how work happens.

In truth, the reality of effective hybrid working isn’t all about age. Some individuals, regardless of age, thrive in a structured office setting, while others flourish with the autonomy of remote work. Yet, many organisations focus heavily on their younger peoples perspectives - meeting their needs or looking to dissuade them. This limited approach means companies risk recognising the needs of the full range of their people.

Instead of debating which stereotypical generation is “right” or “wrong” on hybrid and remote working arrangements, organisations should aim to understand the range of diverse perspectives that exist in their workplace. By recognising that preferences for hybrid work are shaped by a combination of age, experience, seniority, and personality, leaders can create more inclusive and adaptable work environments.

The reality is, no one is right, no-one is wrong and everyone has something to learn.

Broad generational perspectives in hybrid work environments.

Bridging the generational gap in hybrid work environments starts by recognising the strategic concerns of senior leaders and the tactical approach of junior staff. Understanding this can help create a balanced hybrid work model that addresses the needs, preferences, and expectations of all employees.

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The ‘older’ perspective.

Gen X and older employees face new and unexpected challenges with hybrid work models that now differ significantly from their previous experiences. These individuals are more likely than their often younger colleagues to hold senior roles and focus on broader, longer-term issues. Workplace dynamics such as collaboration, maintaining organisational culture, and building relationships tend to be higher on their list of priorities.

Despite hybrid work being around for years (see my earlier blog ), these leaders frequently see the hybrid model as a complex challenge that affects the company's ability to innovate and contribute to its broader goals. And yes, some (but in my experience relatively few) do want to be able to see their people working to know that they aren't swinging the lead.

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The ‘younger’ perspective.

Conversely, Gen Y and younger employees often adopt a more task-oriented, tactical outlook, driven by managing inboxes and attending meetings. They may not fully grasp the strategic implications of hybrid work that concern their senior counterparts. It's inevitable given their roles and relative lack of experience that they take a different view.

For younger employees, in-office work and the need to commute to a shared space seem redundant when they can efficiently handle their tasks independently, from a range of remote locations. This view is - of course - also influenced heavily by their comfort and familiarity with digital based communication platforms.

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The two dominant generational gaps of hybrid work.

The debate on the efficacy of hybrid environments appears to boil down to two primary issues: the use of tech platform versus the value of in-person interactions and perceptions of what is important in the workplace.

Generally speaking, older generations are less attuned to using digital communications and value face-to-face discussions more highly. Older people are often (not exclusively) in more senior positions and hence see different issues in the debate.

On the other hand, younger ‘digital natives’ may not value (or see the need for) in-person interactions as much and expect the same digital communications experience at work they have have outside of it.

This is not to say that younger workers don’t value face-to-face conversations at all, or that all older staff are anti-technology. As with any over-generalised argument any number of individuals and their preferences will challenge or prove the rule.

Self-reflection goes a long way here — everyone can take steps to close the gaps in understanding and capability, regardless of age or position.

How this plays out

Let's take a couple of examples:

An older worker - let say they are running a large customer focused operation across multiple sites and are around 50-years-old. They are more than familiar with email and SMS and a bit of social media, but they don't use these tools as a primary method of communication. For them, digital communication alone is usually not enough.

Being in a more senior position and based on their prior experience and preferences they believe that in-person interactions are crucial for collaboration, maintaining an effective workplace culture, and career growth.. They have lived experience learning and gaining insights simply by being around others, overhearing conversations, and engaging in impromptu discussions, they’ve witnessed the impact that COVID had on their established working patterns, social isolation of colleagues and probably want to return (at least more often than not) to their comfort zone. They believe that more face time offers a path to sustainable productivity.

A younger worker - who works in the organisation led by the older one. They are in their mid 20’s and have grown up using digital communication for everything and find it sufficient for most of their needs. They tend to feel very comfortable behind a screen and value the accessibility of digital platforms when it comes to work and social interactions.

Given the current scope of their role and relative lack of broad work experience they question the need for face to face time. Their work is often process driven, they operate relatively independently - with tasks being delegated through call handling systems or email - and have limited need to collaborate. They started their career in COVID and simply don't see the need to come into the office to answer calls, do email, and attend team meetings. They’ve been learning and performing well whilst working remotely so would rather save travel time and money by not being in the office more often than not. They believe that less face time in the office offers a path to sustainable productivity

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How can organisations respond to and address these gaps?

Rather than being polarised into old versus young, senior versus junior, or tech-savvy versus non-tech-savvy, decision-makers must listen and respond  to ‘both’ these perspectives. Doing so before implementing solutions will help address the unique challenges and opportunities presented by hybrid working, benefiting employees across generations (and ultimately, the business).

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Getting practical.

To establish a hybrid work model that leverages the strengths of younger and older employees, effective decision-makers should:

• Foster a culture of understanding and open dialogue at all levels.
• Regularly seek and consider input from all employees to ensure that working practices reflect a broad range of needs and preferences.
• Provide adequate training for technology use.
• Avoid a blanket hybrid arrangement (watch this space for a coming article on how to design effective hybrid working arrangements ) — utilise a tailored balance of remote and in-office work depending on each person’s needs, department, role and work preferences.
• Set clear expectations and communication policies for hybrid work arrangements.
• Offer teambuilding activities, both virtual and in-person, to strengthen relationships and encourage a sense of community among all employees.
• Optimise physical spaces by creating specific areas in the office for collaboration and brainstorming, allowing employees maximise in-person time together. (ie unlike the reasons quoted a couple of weeks ago by the NSW Government - a focus on real estate cost shouldn;t drive decision making here).

These proactive measures can help build a harmonious culture and productive workplace, leading to more effective organisational outcomes.

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We’ll help you leverage the strength of all generations.

Rutherford HR understands the complexities of managing a diverse hybrid workforce. Our tailored solutions are designed to address generational gaps, foster collaboration, and enhance productivity in your organisation. Contact us today to learn how we can support your journey towards a workplace that leverages the strengths of all generations.