What’s working (and what isn’t) in hybrid work

Today’s leaders are being presented with a rare opportunity to redefine the future of work, and there is no one-size-fits-all approach. (Photo: Vitechek/Lyudmyla Kharlamova/Shutterstock)

A little over two years ago, employees worldwide packed up their desks and headed home for what we all believed would be two weeks. As more and more tech companies roll out return-to-office plans, employees have made it clear that they aren’t willing to give up the flexibility and autonomy they’ve become accustomed to working remotely for the past couple of years. The office’s traditional role has forever changed, but it doesn’t mean that physical office space won’t be an essential part of the future of work. After years of social distancing, many employees look forward to returning to the workplace’s energy, collaborative spirit, and cultural nexus.

According to Accenture, 83% of employees say a hybrid work model in which they can work remotely between 25% and 75% of the time is optimal, but this is still a new working model for many companies. Workplace leaders must adapt their office space to create a vibrant and rich experience that empowers employees to decide where and how they get their best work done while capitalizing on the value of in-person interactions with colleagues. Many organizations struggle to get this transition to hybrid “right,” but meeting employees’ needs doesn’t have to be complex, costly or confusing.