The last several years have been quite a roller coaster for remote and hybrid work arrangements. Following the sudden pivot in 2020, a sharp rise and then drop in productivity, “quiet quitting” and the Great Resignation, and various attempts at issuing return-to-office policies that had mixed results, the dust has finally settled.
Or has it?
There’s no question that the COVID-19 pandemic accelerated the work-from-home trend. While only 17% of US employees reported working from home five days per week before 2020, 44% of workers reported the same in 2023. As of 2024, some organizations have gone fully remote, while others are pursuing some version of hybrid work.
However, many organizations are still struggling to find a balance that gives employees the benefits of remote work and keeps the company competitive and innovative. The environment that will produce both people and business results is unique to each organization, but there are some questions that can help you figure out what the future of work looks like for your company.
Here are four questions to help navigate the future of work in 2024 and beyond.
Do we have clarity and transparency?
A troubling trend toward “shadow policies” has arisen in organizations trying to construct reasonable arrangements that benefit everyone. On the one hand, some leaders use remote work as an excuse to let go of employees who are already out of sight; on the other hand, some employees find that their managers or bosses will allow them to continue working remotely in circumvention of return-to-office policies.
Neither approach is a sign of a healthy organization. Leadership at all levels should be transparent about work arrangements and clearly and unequivocally communicate that employees will not suffer repercussions from taking advantage of clear remote or hybrid work policies. They also, however, have an obligation to write clear policies and communicate them to the organization.
Are managers shouldering too much of the burden?
Managers have been struggling in organizations for some time, and hybrid work has added more layers of complexity and challenge to those already overburdened leaders. Some managers feel squeezed from both sides as leaders expect people to return to the office, but team members expect to work from home. Others may operate with clear hybrid work policies from leadership but struggle to keep a dispersed team connected and productive.
Leaders should address these management challenges before they lose good managers. If hybrid work policies are unclear, work with managers to clarify them. If technology is a challenge for a hybrid team, assess how improvements can be made. Involve managers and team leaders in these conversations; after all, they are the people closest to the work their teams are doing. Above all, aim to alleviate complexity, not to increase it.
Are we making the best use of in-office time?
While there are some functions and positions that lend themselves to 100% remote work, there are profound advantages to in-person time—when it’s put to good use, that is. In fact, a survey of 27,000 employees at EY U.S. found that hybrid employees who spend between 40% and 60% of their time in the office have higher rates of well-being, engagement, and skills development.
Leaders can set a tone for productive use of in-office time by making the office a “magnet, not a mandate,” writes Kelly Jones, Chief People Officer at Cisco. She suggests that in-office time is best for brainstorming sessions, customer meetings, team bonding exercises, and problem-solving meetings.
How are we treating in-person workers and positions?
One persistent inequity in the hybrid and remote work conversation is that some positions simply can’t be performed from home. Manufacturing, shipping, delivery, warehouse work, and in-store retail are just a few categories that require physical, in-person employees. This reality can contribute to an organization’s division and lack of cohesion—even a sense of “us vs. them.”
Leaders should examine each function and position for opportunities to improve flexibility for employees. They should also survey employees for input about schedules or flexible options. Finally, leaders should empower line managers to be creative and innovative about meeting employee needs without sacrificing company requirements.
Even if your hybrid or remote policies seem to be working just fine, it’s always worth stopping to reassess. Companies that stop periodically to do a reality check about employee satisfaction and productivity can spot challenges before they become big problems and adjust course as necessary. Remember, the best hybrid and remote work policies are those that create business results and people results.
SELF CHECK:
- Is it possible that we have “shadow policies” in our organization? Can I name one?
- Could we improve flexibility for in-person workers?
- Do our managers feel supported in implementing hybrid and remote policies?
- Is there one way we can support managers better?
