Hybrid Work from Home Models

The concept of remote work has been around for quite some time, according to an April 2019 article in Fast Company. “In the beginning (of work), there was no such thing as going to a different place to labor.” Work and home combined, giving space for spinning and weaving, dairy and butchering, watchmaking, funeral parlors, and schools, with proprietors living and working in the same building. IBM experimented with technology by installing “remote computer terminals” in employees’ homes. The program was successful, resulting in 40% of IBM employees successfully working from home by 2009, allowing a reduction in office space and an annual savings of over $100 million.

Much pre-pandemic opposition to remote work came down to the perception that employees require constant supervision to maintain productivity. Left to their own devises, employees would abuse the trust and indulge in non-productive personal activities, including housework and personal errands. However, an article listed one of the possible benefits of remote work as ensuring an organization is “better prepared to continue operating in the event of a disaster.” Ten years later, enter COVID-19, and working from home became the new normal. With the onset of the pandemic, emergency government directives closed non-essential businesses and instructed non-essential workers to stay home. Faced with this reality, businesses sent workers home with the necessary equipment and software to work remotely, allowing many businesses to survive.

Work from Home Surges due to COVID-19

Now, almost two years later, companies are grappling with how and if to bring employees back to the office – the physical building. While remote work may be impractical at some organizations, the remote work experience seems to have worked on a large scale. Employees faced with childcare issues as schools shut down managed to juggle online school and their own job responsibilities. Some even moved to other less expensive locales. Schedule and location flexibility are two highly prized perquisites that often lead to “an easier time retracting and retaining talent.” According to an October 2016 Workplace Insight article, those working from home were more likely to work longer hours with fewer sick days, resulting in greater productivity overall.

Now, with vaccines and a slow return to in-person activities, the workforce is not eager to give up remote work. Many workers are choosing to focus on jobs that allows the flexibility to define their lives on their terms. Many employees who started working remotely due to COVID-19 overwhelmingly support it and want to continue doing so. Organizations can no longer reasonably say that they cannot operate remotely. However, the ongoing global pandemic (with variants, vaccine requirements, and mask mandates) may make the requirement that some employees return to the office full time futile. One popular solution to this problem is the hybrid remote work model.

What Is the Hybrid Remote Work Model?

The hybrid remote work model effectively combines in-office and remote work. There is no hybrid model that fits all organizations. Rather, each organization develops a unique hybrid model depending on its business needs and organizational structure, as well as the needs of the individual employee (to an extent). Hybrid remote work models may look different in every organization, but there are a few clear themes.

Remote-First

Depending on the job, working remotely is now the norm for most employees, rather than something allowed only in certain circumstances. Few, if any, people are regularly required to perform their jobs from a centralized office. Remote-first companies may operate a physical workplace of some kind, which is available to employees who need or prefer a traditional office space outside of the home. However, the majority of people on a remote team work most often from home or another location outside of the corporate office. This model treats remote work as a default, the equivalent of office-based work. Organizations now intentionally build remote work into every aspect of their business; it is not an afterthought designed to modernize the company image, reward employees, or serve as a benefit. It is no longer an experiment.

The following is a list of just a few remote-first companies:

 

Office-Occasional

An office presence is required in this hybrid remote work model. Employees spend a set number of days in the office (e.g., Tuesdays, Wednesdays, and Thursdays) and a set schedule working remotely (e.g., Mondays and Fridays), maintaining office or cubicle space with essential office equipment. They also maintain a remote office space, often using a laptop, which allows for portability. Technology supports regular communication, such as email, cell phones, Zoom, and collaborative software like Microsoft Office Teams. An employee’s laptop travels back to the centralized office for work on site and is set up via a docking station for network access in the remote office. Dual-factor verification can be used to maintain digital security. Leaders may want their teams in the office on the same days to maximize collaboration and spontaneous discussions.

Office-First, Remote Allowed

This hybrid remote work model offers the occasional opportunity to work remotely – perhaps to work on a project that requires quiet concentration and few interruptions – but employees have a physical office space (or cubicle) where most of the work gets done. Remote work might be seen as a privilege, or a perk, and be available only to a few select employees, with the company culture still based on work in the physical office.

Make the Hybrid Remote Work Model Work for Your Company

There is no one-size-fits-all hybrid remote work model. Organizations, with some employee consideration, must develop the solutions that work for them. Employees have proved for more than an entire year that they can and will perform demanding work outside of the physical office. Organizations need to shift culture to encourage quality connections and communication, creating opportunities for fostering genuine relationships. Leaders must work diligently to determine the new norms required to get the collaborative benefits of any hybrid remote work model while maintaining the flexibility that employees now enjoy. When health conditions allow for a complete return to work, regardless of how many employees are in a space, the labor market may force companies to consider that most workers want to remain at least partially remote, with many ready to quit or change jobs if forced back full time. The fact remains that there are some jobs that cannot be performed from home. But, for many jobs, organizations must carefully adapt their processes and systems to support hybrid remote work. This does not suggest that hybrid work cannot be effective when it is carefully considered. It will likely take a while to figure out how to navigate the hurdles surrounding hybrid work, and success will depend on having sound policies and processes, clear and consistent communication, and a strong sense of structure and equity.