Hybrid work is here to stay. It has to. For a start, it was here well before COVID-19, with 7% of us working from home. However, due to the pandemic and the proliferation of WFH, our workforce has a sweet tooth-like addiction to hybrid work.
Globally, as of 2023, six in 10 full-time employees want flexible work, and if you are in Europe, 66% believe WFH should be a legal right. It is nearly an insurmountable task for any business to counter the hybrid proposition.
Flexible working came into our lives with such force, primarily due to imposed health requirements. Recall the days of social distancing, spacing out desks, diligent hand sanitizing, and the six-foot distance in queues for morning coffees. Then, the other benefits became obvious; decreased travel time, freedom to adapt to work requirements, and before we knew it, a better work-life balance entered our lives.
The paradigm shift in how we work makes hybrid work hard to refute. However, a successful hybrid model must also deliver organizational benefits. A pushback might be needed and even the occasional “no.” Just like the sweets, some restraint is good for us.
How we lost our equilibrium
The gentle sway between two spheres, employer and employee, one side to the other, in time and rhythm. Sometimes there is a lot of give, and other times, more take, but it all normalizes out. Until our skills shortage entered our world. The fight for talent changed the employer-employee relationship and balance profoundly.
As every leader, manager, and organization raced to fix the problem, flexible everything was on offer: late starts, early finishes, compressed workweeks, workcations, etc., and so much more. With very little restraint and too much of a good thing, we lost the equilibrium.
The shadow side of hybrid work
The desire for flexible working is a given, even for those most senior. But hybrid work, not managed well, is not what it seems. Despite the original benefit of time saved commuting, additional hours worked are well reported. Constantly being on, “just another 10 minutes” or “one more email” incrementally adds up, compounding the pressure.
The delineation of work and home became blended. Looking at spreadsheets, actioning emails, and juggling virtual meetings while at our child’s sports day became the norm. Intermittent working while at a doctor’s appointment, waiting for ultrasounds, etc., and we stopped being present. It vanished along with the precious curated space we had carefully procured for our life’s other priorities.
The frenetic juggle
We underestimated the appropriate tools, structure, and, yes, discipline to support successful hybrid working. Juggling working patterns between office and home and adjusting hours, even if only slightly, makes routine hard to establish. It takes its toll emotionally and psychologically. And the statistics show this.
Burnout is becoming more prevalent, not less: 77% of workers are experiencing burnout at their current job, and over 50% cite more than one occurrence. For further clarity, 86% of remote workers are experiencing burnout, 70% of in-person workers report the same feelings, and hybrid workers sit somewhere in the middle at about 81%.
The switch-off button afforded when leaving the office is lost when your office is your kitchen or lounge room. The trip home after work, justified by “saving time and money,” seems to have served a valuable purpose. The routine and discipline of established daily rituals switch us on and equally assist with switching us off.
Productivity does not equal professional development
The productivity stats abound, depending on the angle sought. Equally so with attrition rates and even employee engagement levels. Whatever your argument, you can make it stick. What cannot be disputed is the negative impact of hybrid working on our younger workers, the valuable skills pipeline for our future. One survey found negative mentions of remote work in intern reviews grew by 548% between 2019 and 2021. Our vital junior workforce is missing out on learning, development, and socialization.
Hybrid is not just a method of work, it has become our lifestyle. It’s a cherished prize we are reluctant to let go of. But how sustainable is it? Certainly, better navigation, structure, accountability, and boundaries will help. But it’s not enough.
For as long as we have our skills shortage, the delicate employee-employer push and pull will be forever skewed. The best model, which differs from industry, company, and region, requires strong leadership, patience and trust, authentic employee relations, and transparent, unified goals.
