This article first appeared on Forbes.com.
Few topics ignite stronger opinions from today’s workforce than hybrid work. For some leaders, the debate over returning to the office feels like an existential question about culture, collaboration and productivity. For others, it’s just plain nostalgia for “the good ol’ days.” For employees, it’s about autonomy, balance and trust. The reality, though, is that the debate about adopting a hybrid work model is no longer significant.
The real conversation has evolved from “if” to “how.” How do organizations ensure that hybrid work supports business outcomes, competitiveness and engagement?
What The Evidence Says About Hybrid Work
Despite the prevalence of remote and hybrid work since the Covid-19 pandemic, many leaders still worry about these models’ impact on financial performance, productivity and culture. But those concerns often don’t align with what employees want. Flexibility—not compensation—is the top factor influencing today’s job seekers. Workers value it so highly, they would accept an average pay cut of 8% to maintain flexible work options. Hybrid work is also the second most common reason people stay with their employer. In a competitive labor market, this model can be the difference between attracting top talent or losing them to a more flexible rival.
Research has shown that flexibility doesn’t appear to harm equity, productivity or organizational performance. According to Gallup, more than half of non-remote employees weren’t bothered that some colleagues had the option to work from home. Hybrid employees are just as productive as their fully in-office peers, while companies pushing return-to-office mandates haven’t seen meaningful gains in stock prices or financial outcomes.
Lastly, we know that mental health outcomes favor hybrid models. My company, Seramount, conducted a study on the mental health crisis and found that employees reported lower levels of personal well-being when working fully in person compared to remote or hybrid arrangements. The flexibility to choose where to work isn’t just about convenience. It’s a work-life balance imperative.
Taken together, these findings paint a clear picture. Hybrid work can deliver strong outcomes without sacrificing productivity, equity or well-being. So the challenge now lies in execution.
Making Hybrid Work For Your Organization
Hybrid work isn’t a one-size-fits-all model, but organizations that thrive in this environment tend to embrace a shared set of practices that strengthen collaboration, engagement and performance. Here are five steps for creating a hybrid model suited for your organization.
1. Train employees on being an effective hybrid team.
Provide clear learning pathways that help employees and managers navigate the unique dynamics of hybrid work. Focus on topics like giving and receiving feedback across locations, upward management, choosing the right communication channels and establishing shared etiquette norms.
2. Create meaningful in-office experiences.
Design informal or optional gatherings like team-building sessions, professional development opportunities, opportunities for visibility from leadership and social events. These experiences aren’t mandates; they’re magnets for workplace connection.
3. Design the office with intention.
Dedicate time and resources toward shaping how employees use office spaces and access onsite resources. Ensure your systems and environment reinforce the behaviors you want to encourage. For example, if collaboration is a priority, design shared spaces that make it easy for teams to work together. You might want to consider hiring a full-time role dedicated to organization culture, and that person can own the in-office programming and partnerships (e.g., transportation and wellness benefits, culture-build events, team initiatives) that help employees work more effectively onsite.
4. Establish predictable in-office rhythms.
Consider designating in-office days. Research shows that when employees independently choose their office days, teams can experience co-location imbalance, which makes collaboration and shared team interaction harder. Structured “anchor days,” when teams come together in person on set days, help align hybrid work with collaboration goals by reducing that imbalance.
5. Assess what works best for you.
While some of these strategies are helpful, that doesn’t mean they’re the right ones for you. In my experience, the factor that will most significantly impact your hybrid work plan is the culture of your own organization. Regularly assess what’s working and what adjustments will best support your teams through surveys and other feedback-gathering techniques.
Where We Go From Here
The hybrid debate will undoubtedly roar on, but evidence shows this model is durable, desired and, when done right, effective. Rather than viewing this as a burden or a perpetual problem, we should see it as an opportunity to extend the employer brand, deepen relationships within the organization and create workplaces of belonging and purpose. For CHROs and business leaders, the question isn’t whether hybrid works. It’s how to make it work better.
