Tag: remote-work

Hybrid Working: Why Policy Isn’t the Problem – Leadership Is

It’s become a familiar story within organisations. A CEO or senior leader returns from a conference or forum convinced that really getting everyone back to the office will fix culture, collaboration, and performance.

But as recent research from MIT Sloan Management Review involving Brian Elliott, Nick Bloom and Prithwiraj Choudhury has highlighted, this focus is misplaced. Hybrid work isn’t a policy problem – it’s a leadership capability problem.

The most successful organisations aren’t arguing about office attendance. They’re building the skills, systems, and trust to help people work effectively – wherever they are. Here are some of my thoughts on the research and, in particular, what they mean for HR and business leaders.

1. The Policy Trap: RTO Mandates Miss the Point

Many leaders are treating hybrid work like a compliance issue: set a rule or guidelines, communicate it, and measure adherence. Yet despite the rise in return-to-office mandates – up 12% last year alone – actual attendance increased only by 1-3%.

Managers are quietly prioritising performance over presence. Faced with losing high performers or bending rigid rules, most choose results. The real cost of these mandates isn’t absenteeism – it’s the wasted leadership energy spent enforcing policies that don’t solve the real challenge: how to enable effective collaboration across distance.

2. What the Research Actually Shows

Despite much debate and rhetoric – in magazines, books, forums and from the conference stage – the evidence doesn’t support rigid office mandates. Peer-reviewed studies have shown:

  • Hybrid work does not reduce productivity and can lower attrition by a third, saving millions in turnover
  • Remote work can increase productivity (by up to 10% in call-centre studies) and broaden workforce diversity
  • When teams spend 23% – 40% of their time together, they perform best. What matters isn’t where people work – it’s how purposefully they connect.
  • Hybrid arrangements consistently boost engagement and innovation by expanding perspectives and increasing psychological safety.

The conclusion is clear: effectiveness comes from flexibility and clarity of purpose, not from counting badge swipes.

3. The Four Capabilities That Define Hybrid Success

The companies thriving in flexible work environments share four core leadership capabilities – none of which depend on fixed policies.

Know Your Talent Edge

Start with strategic clarity. Hybrid work should serve the organisation’s competitive advantage – whether that’s attracting hard-to-find talent, fostering creativity, or offering flexibility competitors can’t.

Allstate, Airbnb, and the European Central Bank have each tailored hybrid models to suit their unique needs. The best approach isn’t uniform; it’s fit for purpose.

Measure Results, Not Presence

This is the leadership mindset shift. High-performing companies judge employees on outcomes, not hours.

Synchrony and Atlassian are two organisations that have used transparent goal-setting systems so everyone can see progress and impact. This approach strengthens trust, reduces bias, and helps retain diverse talent – particularly women, who are disproportionately penalised by rigid in-office demands.

Let Teams Lead the Way

The most effective hybrid models are designed at the team level. Teams know their collaboration rhythms better than executives do. Atlassian empowers teams to agree on shared norms – like guaranteed overlap hours or quarterly in-person sprints. Microsoft and Teradyne are businesses that use similar flexibility within a broad corporate framework.

Uniform policies flatten nuance. Empowered teams create alignment and accountability.

Invest in Getting Better

Hybrid work isn’t a one-time policy shift – it’s an ongoing capability build. Leading companies are investing in:

  • Spaces: redesigned for collaboration, not occupancy
  • Resources: budgets for purposeful team gatherings, not daily commutes
  • Skills: manager training and playbooks for leading distributed teams

Hybrid success depends less on where people work and more on how leaders build trust, alignment, and capability across boundaries.

4. The Leadership Imperative

Research consistently makes it clear: hybrid is here to stay – and it’s working. The organisations moving ahead today are those that stopped treating flexibility as an HR issue and started treating it as a core leadership discipline.

The real question isn’t ‘how many days in the office’ – it’s ‘how effectively do we create connection, clarity, and accountability across teams’?

Leaders who master that shift will build organisations that can flex with whatever comes next. Because the future of work isn’t about place – it’s about how we work together to create value.

(This post originally appeared in my twice-weekly newsletter HR Means Business – subscribe to make sure you don’t miss my latest conversations, thoughts and writing)

Return to Office Mandates : Why Gen Z Isn’t Buying In

Hopefully you’ve been following the ‘From X to Z’ podcast series on Purple Acorn in which myself and Danielle Farage talk about the world of work – and workplace trends and issues – from the perspective of two very different generations!

Last week we had a good conversation about RTO mandates and what managers and leaders often don’t understand (or in some cases don’t want to understand) about why the Gen Z workforce are less likely to buy in.

I’ll share the full conversation at the end of this newsletter, but here’s my blog on the key takeaways from our conversation.

The Great RTO Push and the Generational Divide

With companies increasingly pushing for return-to-office (RTO) mandates, employees – particularly Gen Z – are pushing back. Leadership teams – which are often composed of older generations – often argue that physical presence is essential for productivity, collaboration, and culture. And probably don’t often mention that they are used to managing and supporting people who are sat in front of them!

However, the overall workforce’s expectations have shifted dramatically, and Gen Z, in particular, is questioning whether the traditional office model still makes sense.

The reality is that remote work existed before the pandemic – it just wasn’t mainstream. In the chat I reference research that myself and Matt Alder did in partnership with Kelly back in 2017/18 in which we found around two-thirds of the 18,000 jobseekers surveyed saying that they preferred to work (and believed they had the tools and support to work) remotely, and didn’t feel the need to be in a physical location to feel seen.

The forced shift to remote work during COVID-19 didn’t create a preference for flexibility; it simply validated that many jobs can be done efficiently outside of a traditional office environment. Now, as employers attempt to reinstate old norms, younger workers are finding it difficult to justify why they should comply.

Does Gen Z Hate the Office?

It’s a common misconception that Gen Z wants to work entirely from home. In truth, only about 10% of Gen Z workers want to be in an office full-time, but that doesn’t mean they reject in-person collaboration altogether. Many prefer hybrid work models, where they can maintain flexibility while still engaging in face-to-face interactions when necessary.

What Gen Z does resent is the idea that office attendance equals productivity. Unlike older generations who learned workplace skills by shadowing colleagues in a physical setting, Gen Z workers have grown up in a world where information is instantly available, and they have access to what they need to know as and when they need to know it.They don’t rely on being physically present to learn or contribute meaningfully, and instead value efficiency, autonomy, and meaningful work over rigid attendance policies.

The Productivity Paradox: Is RTO Actually Helping?

One of the most glaring issues Gen Z seems to have with return-to-office mandates is the lack of clear reasoning behind them. Many employees find themselves returning to the office only to sit in virtual meetings all day – meetings they could have attended just as effectively from home. This begs the question : If in-person collaboration is the goal, why are so many workers spending their office days glued to video calls?

Productivity should be measured by output, not location. If employees can complete their work efficiently from home, forcing them into an office for the sake of optics feels counterproductive. Younger workers, in particular, are questioning the logic of spending time and money commuting just to do the same tasks they could accomplish remotely.

Economic Realities: The Cost of Showing Up

For many Gen Z workers, the financial burden of returning to the office is another major concern. Wages have stagnated, while the cost of living – especially housing – has skyrocketed. Unlike previous generations who saw home ownership as a feasible goal early in their careers, many young professionals today struggle to afford rent, let alone save for a house.

Given these economic realities, the traditional corporate incentives – such as promotions and pay rises tied to office visibility – hold less appeal. If young workers don’t see a direct financial benefit to commuting, they are less likely to buy into the RTO narrative.

Moreover, the old model of employer loyalty is breaking down.

Previous generations stayed at one company for decades because they were rewarded with pensions, bonuses and long-term job security. Today, those benefits are rare. As a result, Gen Z sees no reason to sacrifice their personal wellbeing for a system that doesn’t prioritise them in return.

Rethinking Workplace Incentives

If companies want to attract and retain young talent, they need to rethink the benefits they offer. Traditional perks like office snacks, breakout rooms – and ping-pong tables! – don’t hold much weight in a world where employees value work-life balance over performative engagement. People need a reason to return a fixed location, and one that makes sense to them.

Companies need to consider relevant and much needed benefits that directly address employees’ real-life needs, such as:

  • Covering commuter costs – subsidised travel, help with petrol/gas, or parking reimbursement
  • Providing meal stipends for days spent in the office
  • Offering gym memberships or wellness programs to support employee health
  • Prioritising professional development with mentorship opportunities and skills training tailored to their particular career goals and interests.

The Future of Work: Adapt or Lose Talent

Companies that insist on rigid return-to-office policies without clear benefits are at risk of losing their best talent to competitors that embrace flexibility. Gen Z isn’t just rejecting the office – they’re rejecting outdated workplace norms that prioritise presence and an element of control over trust, and also presence over productivity.

Instead of enforcing blanket mandates, leaders should ask themselves: What is the real goal of returning to the office? If the answer is collaboration, mentorship, and culture-building, those goals can be achieved through intentional, flexible policies rather than strict attendance requirements.

In industries like manufacturing, healthcare, transportation and construction, where remote work isn’t usually a viable option, companies need to rethink how they attract young workers. Higher wages, better career development opportunities, and improved working conditions will be necessary to prevent talent shortages.

The workplace is evolving, and so are employee expectations. Companies that adapt will thrive, while those that cling to outdated models will struggle to attract and retain top talent. The choice is clear: Listen to your workforce, or risk losing them to those who do.

Check out my full conversation with Danielle Farage here:

What the Latest Research Tells Us About Remote, Flexible and Hybrid Working

In an ever-evolving business landscape shaped by emerging technology, changing personal and generational preferences, and an increased focus on personal wellbeing, flexibility has emerged as a cornerstone of employee satisfaction and retention, and increasingly of organisational success.

Certainly since the Covid-19 pandemic, the structure of work has transformed, with flexibility continually emerging as a non-negotiable expectation among workers, especially younger generations. This shift has revealed generational differences about how, when and why we work, and also led to growing demands for a different approach to work-life balance.

When it comes to trying to make sense of the latest trends and innovations, one of my go to people is experienced HR Leader, author, researcher, lecturer – and friend – Gemma Dale. We recorded a podcast chat almost 2 years ago about the then emerging trends, and I recently invited Gemma back to the HR Means Business podcast so that we could talk through some of the latest research and thinking.

The Rise of Flexibility as a Workforce Demand

Recent surveys have found that nearly half of graduates will dismiss job offers that lacking a hybrid or flexible structure. This trend is particularly strong among Gen Z, who increasingly prioritise flexibility and autonomy over traditional workplace values. Unlike previous generations, they are unwilling to subscribe to the classic “9-to-5” mindset, with its promise of advancement through sheer time, effort and presence in the office. They are motivated not just by career progression but by achieving an acceptable work-life balance and sense of autonomy in their roles. This change marks a clear departure from past norms, challenging senior leaders to rethink what engagement, productivity, and presence look like in the modern workplace.

During my chat with Gemma we talked about the increasing use of the expression “organisational nostalgia” which has grown as a way to describe some leaders’ longing for the traditional, fixed location work model. This nostalgic view is often rooted in comfort with established routines and the in-person culture.

However, attempts to return to these traditional models clash with the evolving preferences of younger generations, which means leaders must try to align with these shifting dynamics to remain relevant – and retain talent.

Historical Perspective: Old Concepts, New Realities

The idea of remote and flexible work isn’t new. Back in 1975, NASA scientist Jack Nilles coined the concept of “teleworking” as a solution to the American oil crisis. He envisioned smaller, localised work hubs to save on commute costs and time. By the 1990s, the concept had evolved, though it continued to face cultural resistance from managers and leaders who preferred physical attendance as a way to manage workflows.

Scepticism and bias seem to have long plagued our attitudes to remote work, mainly through managers fearing reduced productivity and accountability when workers aren’t physically present. Despite all the technological advancements the workplace has seen over the last 20 years or more that make remote and flexible work highly feasible, these biases remain.

This scepticism manifests in what many commentators call “flex shaming,” where remote workers are sometimes viewed as less committed or hardworking. Such perceptions are counterproductive, especially as the data shows flexible work boosts morale, mental health, and retention rates. Today’s employers need to address these biases directly to foster a healthy, trusting workplace culture.

Flexibility as a Retention Strategy

Research also consistently demonstrates that employees prioritse flexible working conditions, to the point of considering it nearly as valuable as an 8% salary increase. The competition for top talent has intensified, with 72% of UK hiring managers reporting that they’ve lost employees to firms offering more flexible options. This trend isn’t limited to specific industries; it’s a universal preference, spanning generations and career stages – flexibility isn’t just about physical location.

Increasingly, many organisations are beginning to recognise that offering flexibility isn’t just about meeting employee demands – it’s a strategic decision that can enhance recruitment and retention. By supporting remote and hybrid work, businesses show respect for workers’ autonomy and trust, fostering loyalty and long-term engagement.

On the other hand, companies that resist flexibility – like Amazon’s recent high-profile mandating a five day in-office policy – risk alienating employees and facing a talent drain.

Mental Health and WellBeing Benefits

Research tells us that flexible working arrangements also provide profound mental health benefits. Remote work allows people to reclaim commuting time for personal pursuits, like exercising, cooking, or spending time with loved ones. The cumulative effects of these small shifts can have a significant positive impact on mental health and wellbeing.

Employees report reduced stress and improved satisfaction when they have more control over their schedules, enabling them to balance personal responsibilities more effectively.

However, these benefits depend on supportive organisational policies. Companies that offer flexibility in name only, while imposing a more rigid – and distrustful – oversight, risk creating a negative environment that undermines employee wellbeing. Encouraging open dialogue and supporting flexible work policies are key to cultivating a healthy, productive culture.

The New Workplace? : Coffee Squatting and Four-Day Weeks

The nature of the modern workplace is still evolving to meet the increased demands for remote, flexible, hybrid and asynchronous working patterns. Concepts like the four-day workweek are gaining traction, with a growing movement advocating for shorter weeks without reducing pay. While this model is still under research, some early trials have shown promise, suggesting that reduced hours may improve employee satisfaction and productivity.

One of the many new trends that the research found was that of “coffee squatting” – where remote workers spend extended hours working from coffee shops. While this arrangement provides a casual and enjoyable workspace, particularly for those who have little – or no – dedicated space at home, it has led to challenges for local businesses that rely on customer turnover, leading to some coffee shops implementing policies to address the strain.

Embracing Change for Future Success

The conversation around remote, flexible and hybrid work is far from over. Leaders who lean into this shift and adopt a mindset of openness and adaptability will be better equipped to navigate the challenges and opportunities of the modern workplace and increasing demands for flexibility from the emerging workforce.

Flexibility isn’t just a trend; it’s a fundamental change in how people work and live. As businesses continue to adapt, the organisations that embrace these dynamics are likely to attract the most engaged, productive, and innovative talent, setting themselves apart in a rapidly evolving world.

You can listen to my full conversation with Gemma Dale here – https://www.hrhappyhour.net/episodes/the-evolution-of-remote-flexible-working-practices/ – or by clicking on the image below

Creating Better Outcomes for Our People by Embracing Remote & Flexible Working Opportunities

Hybrid work models have emerged as a focal point in most of the post-Covid discussions about how we can successfully integrate remote, flexible and asynchronous approaches to help our workforce achieve their best work. And they are also now play a key part in employee engagement and retention. 

As organisations try to make sense of the nuances and complexities of different approaches to hybrid work, the key is to understand its impact on the workforce. A few months ago I had an enlightening podcast chat with Matthew Davis, Associate Professor in Organizational Psychology at University of Leeds, about findings from their groundbreaking research project ‘Where is Your Office Today’. The research was multifaceted, involving interviews, surveys, diary studies, and data collection around interactions within people’s professional and social networks, as well as external observers such as real estate experts.

What really interested me was that the kind of data they were collecting rarely shows up in the regular debates about preferred working models so it was an opportunity to take a fresh look at how HR can help create better outcomes.

I see the key points from the research as:

1. Empowering Choice and Control

It’s impossible to overlook the significance of employee choice and control in shaping the hybrid work experience. Contrary to many opinions, it seems that employees value autonomy in choosing where they work. And it is when they feel empowered to decide their work location and style, that they have higher levels of job satisfaction and wellbeing. And are more likely to stay. This highlights how important it is to tailor flexible work arrangements to individual preferences and needs.

2. The Office Advantage

Despite the opportunities offered by the increased adoption of remote working models, the office/working base location retains its relevance as a hub for collaboration, performance and formal and informal learning opportunities. The research showed that spending time in the office correlated with heightened job satisfaction, improved performance and, crucially, increased engagement. However, the optimal mix and frequency of office and remote locations varies strongly amongst individuals, highlighting the need for personalised approaches to hybrid work that are inclusive as well as innovative.

3. Balancing Collaboration and Solitude

Collaborative spaces have gained increasing prominence in modern office design, but the research shows that preserving individual workspaces is equally important. Matthew Davis emphasised the importance of providing environments conducive to focused, high-intensity work. Achieving a balance between collaborative zones and areas for solitude/independent working helps employees to thrive in diverse work settings. Networks can also be important here, as those with smaller internal networks will have less interactions, leading to a reduced feeling of belonging, making them more likely to leave.

4. Addressing Demographic Differences

The research shed light on how demographic factors influence the hybrid work experience. Age, personality, gender, and caregiving responsibilities play significant roles in shaping individual preferences and behaviours. Understanding these variances is essential for designing inclusive work environments that cater to the diverse needs of employees. For example, for those newer to the workforce it’s less about how often they are in office, and more about who they’re in the office with. They can also feel under more pressure because of uncertainty over how they are doing when they are not able to see how others are managing.

5. Nurturing New Talent

For new starters, particularly those who are new to the workforce, office presence goes beyond being a question of mere physical attendance. The research highlighted the importance of strategic networking opportunities and interactions with influential colleagues. There is also an onus on organisations to help facilitate avenues for new employees to build their professional networks, which will also help them integrate into organisational culture effectively.

6. Fostering Diversity and Inclusion

Hybrid work presents both opportunities and challenges for diversity and inclusion efforts. There is a strong need for more inclusive office design and culture, particularly for minority groups and employees with disabilities. Creating accessible, welcoming spaces that promote social interaction, belonging and knowledge sharing is crucial for fostering a diverse and inclusive workforce.

7. Personality Dynamics in Hybrid Settings

Personality traits, such as extroversion and introversion, heavily influence individuals’ preferences around office presence and social interaction. It’s important to find ways to accommodate diverse personality types in office and workspace design, providing options for both collaborative and solitary work environments. Some hybrid approaches are not always flexible and empowering, for example it can be stressful for some people not have control of their time.

I think our conversation on the research research covers some valuable insights into the multifaceted nature of hybrid work. By prioritising employee choice, fostering inclusive environments, and recognising demographic variances, organisations – especially the HR and leadership teams – can support their people through the complexities and nuances of hybrid working more effectively. Understanding and adapting to these insights will be critical for creating thriving, resilient workplaces.

You can listen to my full conversation with Matthew Davis here and follow their research at https://futureworkplace.leeds.ac.uk/report-where-is-your-office-today-part-two/ 

Navigating HR Trends in 2024: A Holistic Approach to Employee Lifecycle

I was recently invited on to the HR Superstars podcast by Adam Weber of 15Five. He called our podcast chat “Keeping the Humanity in a Humanless HR World” which chimed with the parallels I drew between the much discussed AI driven concept from 2023 of ‘Recruiterless Recruiting’ and why the increasing use of AI in our day to day HR operations would create the need for much more humanity in our organisations, rather than usher in an era of ‘Humanless Human Resources’.

We talked about the emerging HR trends shaping the employee lifecycle in 2024. Our discussion covered a range of topics, and I think we shared  some valuable insights into the evolving landscape of HR practices. I was certainly keen to share some of the latest research I’d been involved with and particularly summarise the key trends and conversations that I’d had during last Autumn’s busy conference and expo season.

For me, there are 4 key areas for HR to focus on in 2024 and beyond. Over the last couple of years we’ve been overwhelmed by conversations around remote, flexible, hybrid and asynchronous working, not to mention the relentless progress of AI into our daily interactions, so the adoption of a more human, compassionate and supportive approach to work should be very much on the corporate agenda.

The four key points we discussed were: 

From Management and Direction to Support and Enablement

Our historic approach to our workforce has been what I often refer to as management and direction. We manage processes, people, their careers, their performance and day to day involvement. We direct people. In fact, we have directors of most parts of their career lifecycle. It’s all a bit autocratic. Yet our digital talent are keen to learn and figure things out for themselves. A phrase I often use is ‘Digital talent has intellectual curiosity’. 

They know their roles are evolving and changing and want the opportunity to discover and explore the opportunities. They don’t want training courses, but access to self-directed learning. Our role is to support them, to create an environment where our people feel empowered to perform, learn, develop and achieve their best results.

Multifaceted Nature of Engagement

Engagement is a much used term for a myriad of things. Engagement isn’t something we can create. It isn’t a management directive. It’s the outcome of treating people well and with respect, recognising them, giving them opportunities to learn, grow and reach their full potential. Creating positive work experiences. 

Key to this is recognising the importance of our workforce’s wellbeing. All of it. Mental, physical, intellectual, emotional, physical, digital, and in particular right now – financial. Is ours a culture where people can ask for help? Without being judged? Do we have managers and leaders trained to help and understand when they might be needed? Can people raise a concern in private and know that it will remain private?

Flexibility and Recognition

Our people want agency in how, when and where they work. For many, whose job is location specific, this will manifest itself in flexibility of hours and communication. For the others, it will centre on the flexible, remote, hybrid and asynchronous working debate. Flexibility itself is a crucial aspect of supporting employees in the modern workplace. 

Managers need to perfect a number of different approaches that can give their people access to what they need and input to the way they work. Not least when it comes to support and recognition – the latter playing a key role in creating a positive, diverse, engaged, happy and productive workforce. Personalised recognition, at an individual level, fosters a positive work environment for everyone.

Evolution of the Employee Lifecycle 

We had a good conversation on the evolving nature of the employee lifecycle, which is now accelerated by technological advancement. Anyone familiar with my co-authored books – Digital Talent and Exceptional Talent – will know I believe in the growing concept of a seamless talent journey. This journey emphasises the need for positive experiences all the way through the key touchpoints – from recruitment, through onboarding, development and right throughout the employee journey. The emergence of career experience managers and talent experience managers within organisations highlights a growing focus on overseeing the holistic career experience for all employees.

As all HR professionals embrace 2024, I hope the podcast conversation and the insights I’ve shared can provide a compass for navigating the evolving landscape. I believe that by prioritising a human-centric approach, embracing technological advancements, and ensuring continuous support and enablement throughout the employee lifecycle, we can foster a thriving, profitable workplace for years to come.

Hope you enjoy the chat!