In this blog, Carly Richards, Business Psychologist and Tailored Thinking employee, uncovers the difficulties surrounding hybrid working and why employers should be aware of the implications it may have.
Flexible working has always been an option for employees but people working from home were in the minority. The pandemic has undoubtedly flipped this on its head and hybrid working has become the norm for the future of work in many industries and it’s vital we get it right for organisations and their employees.
Whilst on the surface it seems like a no brainer, (because less people in the office means a smaller, cheaper office and employees have the flexibility to enjoy the best of both worlds), there are challenges associated with hybrid working. These challenges are indeed exacerbated now that hybrid is en mass.
Luckily, there is a mountain of new research emerging on hybrid - including my own! In particular, work psychologists are highlighting the importance of abstract and intangible concepts such as resilience, trust, human connection, motivation, engagement, and company culture, as well as tangible things such as appropriate physical working environments, risk assessments, and effective hybrid competencies.
So what do we already know about hybrid?
Hybrid blurs the boundaries between work and home…
As our homes evolved from a sanctuary to accommodate workspaces, schools, gyms, and hospitals, during the pandemic, the boundaries between work and home were increasingly blurred. Hybrid is similar - our work life seeps into home life as we answer emails whilst playing with our kids or doing dishes in between meetings. This conflict between work and home means we are less likely to successfully switch from work to home and vice versa and, subsequently, fully engage and disengage in either, which impacts wellbeing and performance. Bringing work into our home means we naturally experience less psychological detachment from work because we don’t have appropriate boundaries, such as the commute or an external space to be in work mode. This lack of psychological detachment increases stress and burnout, so it’s important for our wellbeing that organisations support their employees to create appropriate physical and conceptual boundaries.
We started at a deficit and are still recovering from it…
The recent extra demands and fewer coping resources resulted in a huge increase in stress, burnout and mental and physical health issues for many people. As we emerged from the pandemic difficulties and continue in this period of recovery, we begin this new era of ‘hybrid norm’ at a wellbeing deficit and smart, conscientious organisations recognise this recovery by allowing themselves the time and space to recharge. They’ve adapted their goals, changed their focus and prioritised wellbeing. Despite this, performance levels remain the same, yet we are seeing performance dips and costly sickness issues in companies who don’t acknowledge the need for recovery. As we rise to the challenge of our hybrid future employers should be aware of this deficit, acknowledge the recovery and prioritise wellbeing with appropriate support.
Hybrid could be more challenging than consistently working from home…
As we said earlier, whilst it appears that we have the benefit of both worlds, constantly switching between the office and home can actually add to our stress if it’s not managed and we aren’t supported enough. Challenges and conflict relating to hot desking and a lack of ownership or belonging can creep into the office which can impact the psychological contract between employee and their employer, creating feelings of resentment towards the organisation and colleagues. Constantly moving between places can affect productivity and poke holes in company culture as well as damaging the psychological wellbeing of employees when hybrid is not prepared for and managed well.
Not all hybrid experiences are equal…
The research highlights the importance of a flexible hybrid framework to minimise the very real risk of disparate and unequal employee experiences. By nature, it comes with a lack of uniformity as one person’s set up and situation can be entirely different from another’s, therefore companies can’t ensure equity of experience.
This lack of equality also affects participation and opportunity. For example, the onboarding experience of a new employee will be different to that of those who started working for the company prior to the ‘hybrid norm’. This could affect working relationships with fellow employees but also with the company itself, influencing engagement and company culture.
If some employees enter the office more than others it may cause an uneven playing field in terms of promotion, recognition, and the balance of work distribution, with those who aren’t seen as regularly as others being overlooked, causing proximity bias, issues with presenteeism, a lack of trust, and feeling undervalued.
Tailored and personalised hybrid strategies are key. When considering your own hybrid working model or strategy, either for yourself or for your organisation, you must personalise it and remain flexible. Whilst off-the-shelf strategies can provide a useful outline, it must be appropriately adapted to suit your needs. However, a successful hybrid future is bigger than just a strategy, the culture and values surrounding it must remain flexible, with human beings at the heart of it all, and displaying purposeful behaviours that consistently reflect the good intentions of your company values.
There is hope…
About Carly Richards. Carly is currently studying for her PHD around hybrid working and parenting, whilst working for Tailored Thinking one day a week. Carly is a Business Psychologist and specialises in people performance, wellbeing, hybrid working/working environment, and organisational change.
Fun fact: Carly is an extreme DIY enthusiast and never miss an episode of Neighbours.
