Hybrid Work Best Practices

All is not well in fully-remote OR fully in-office work. While new Gallup research reveals that fully remote workers are more engaged than even hybrid workers (and fully on-site workers are the least engaged - a slap in the face of RTO), they aren't thriving the most - hybrid workers are. It's perhaps no surprise (to all but some CEO's and managers) that fully on-site workers are thriving the least. Interestingly, hybrid workers experience the most stress (just a hair more than fully remote), and disturbingly, fully remote workers are more likely to experience anger, sadness, and loneliness - by a decent margin. Gallup believes that physical distance can create mental distance and that work becomes "just work" without deeper connections with coworkers that can be more easily formed from spending time together in person. They also think that it's the autonomy that comes with remote work which can create stress and lead to the negative emotions mentioned above. I think these are very interesting findings, and I would like to believe that most companies would take the time to reflect on them and take appropriate action. Here's what I think companies can do: 1. Address the emotional well-being of remote workers with regular check-ins, mental health resources, and virtual social activities to combat isolation. 2. Optimize hybrid work environments by creating create clear boundaries between work and home life, help their workers manage workloads effectively, and ensure hybrid workers aren't overcompensating with longer hours. 3. Explore the advantages of remote work, seek to understand what drives the higher engagement and apply these lessons across all work arrangements. 4. Given that each work arrangement faces different challenges, develop tailored well-being strategies for each work type. A one-size-fits-all approach isn't the way to go. 5. Ensure that remote workers have career development opportunities, opportunities to develop meaningful social connections, and achieve work-life balance to close the thriving gap. 6. For companies that are (or are considering moving to) fully in-office work, reconsider hybrid and/or remote work for the clear benefits. I know - wishful thinking, especially for #6. Here's the full Gallup report: https://lnkd.in/ezQB4K5q #WellBeing #EmployeeEngagement #WorkLifeBalance #FutureOfWork #RTO

Remote is freedom in the U.S. It’s isolation in parts of Europe. And in the world of executive hiring, that one cultural difference is shifting how companies win (or lose) talent fast. When I first started working across both markets, I didn’t fully understand just how differently “hybrid” landed in New York vs. Amsterdam. Or in Barcelona vs. Boston. But here’s what I’ve seen after placing senior leaders across both regions for 12+ years: → In the U.S., remote work is often positioned as autonomy. It signals trust. Flexibility. And in a culture that celebrates hustle and independence, it’s seen as a career enabler. → In Europe, remote work especially when not well integrated can signal distance. It can feel like a barrier to culture, learning, or leadership visibility. Especially in regions where collaboration and social cohesion are prized. Neither approach is wrong. But blanket hybrid policies miss the mark when they ignore regional nuance. Let’s take a real-world example: → I’ve placed execs in the U.S. who negotiated full-remote C-level roles—with board approval. → I’ve seen execs in Germany decline offers because the leadership wasn’t visible enough in the office to earn trust. This isn’t just about where people work. It’s about how they connect, build influence, and lead. Here’s what’s working: - In the U.S., leaders win when they prioritize asynchronous communication, results over hours, and flexibility over optics. - In Europe, leaders win when they blend in-office structure with intentional, high-trust hybrid systems especially in France, Germany, and Southern Europe. - In global companies, the best leadership teams localize their hybrid models by culture, not just function. Because leadership isn’t one-size-fits-all. It’s context-aware. The companies that retain top talent across borders are the ones who’ve realized this: → Hybrid policy = talent strategy. → Culture fit = localized leadership, not just compensation. → Remote can be freedom or friction depending on how you lead. I spend a lot of my time now helping FMCG leaders navigate these nuances. Hiring across regions is one thing. Retaining leaders across regions? That’s a whole different skillset. And if we want high-performing teams in this global market? We need to stop managing policy and start leading with understanding. Let’s talk if your cross-market leadership model could use a reset. #ExecutiveSearch #HybridLeadership #RemoteWork #TalentStrategy #FMCG #ConsumerGoods #LeadershipHiring #USvsEurope #CultureDrivenLeadership #FutureOfWork

Stanford University says remote work kills productivity. The Bureau of Labor says it boosts productivity. Both are right and here’s why. Between 2019 and 2023, working from home in the US rose five-fold. Today, nearly 40% of employees work remotely at least one day a week (Stanford WFH Research Project). But the real story is not just about how many people work from home. It’s about how productivity changes depending on the model. 📌Fully remote: Research finds a 10% dip in productivity compared to fully in-office. Why? Barriers to mentoring, weaker collaboration, and the challenge of self-motivation all play a role. 📌Hybrid: Surprisingly, hybrid setups show no measurable loss in productivity. At the same time, they help companies attract and retain talent by offering flexibility without the downsides of full isolation. 📌Fully remote upside: Despite the productivity gap, firms embrace this model because of cost savings from reduced office space and the ability to tap into global talent. For some businesses, these advantages outweigh the challenges. Looking ahead, remote work will likely keep expanding since studies indicate that remote workers report a 35–40% increase in productivity, attributed to fewer distractions, more flexible work hours, and better focus. The lesson for leaders is clear: remote work is not simply about flexibility. It is about making intentional choices in how teams are structured, managed, and measured. Do you think hybrid is the long-term answer, or will fully remote eventually prove more valuable?

Hybrid work isn’t a perk. It’s a priority that drives growth for employees, leaders, and organizations alike. Cisco’s 2025 Global Hybrid Work Study, based on insights from more than 21,000 people across 21 markets and 12 industries, reveals a clear shift: While most employees see value in returning to the office, less than half believe that workplaces are equipped for the hybrid era. Today’s employees expect more than just flexibility. They want environments that enable collaboration, leaders who foster connection and trust, and technology that simply works, no matter where they are. To stay competitive and foster growth, organizations need to take bold steps:  • Rethink office spaces to support creativity and connection.  • Invest in integrated, AI-ready technology and infrastructure.  • Embed security across every layer of the hybrid model.  • Equip leaders to lead with clarity, empathy, and resilience. Hybrid work is a long-term strategy that acts as a catalyst for growth. The organizations that get it right will lead us in the future. Read the full report: https://lnkd.in/eRCXJVJb

The classic office use case is slowly dying. The traditional notion of the office as merely a place for routine tasks and clocking in hours is even 'deader'. In its place, a new role is emerging—an experience that redefines the workplace as a dynamic, engaging environment where every visit is purposeful and enriching. Hybrid work models are becoming the norm, blending remote and in-person collaboration. This shift demands a reimagining of workplace experiences to make every office visit meaningful and worth the commute. Employees now seek more than just a desk; they desire spaces that inspire, engage, and foster a sense of community. In response, many companies are attempting to right-size their offices—optimizing space to reflect new work patterns and reducing underutilized areas. This strategic downsizing allows organizations to reinvest in better workplace experiences, creating environments that attract employees back to the office by offering unique benefits not found at home. Corporate real estate is being disrupted by this evolution, moving beyond simply providing physical spaces to crafting vibrant, people-focused environments. The office is transforming into a hub of collaboration, innovation, and culture-building—offering experiences that fully remote work cannot replicate. This flight to experience is about creating workplaces that employees are excited to be a part of...sometimes. To make hybrid work truly work, companies must integrate flexible spaces, unparalleled services, and sustainable practices. Hospitality-led solutions—such as gourmet food options featuring locally sourced ingredients, artisanal coffee experiences, and orgnizational/community engagement events — elevate the workplace. Seamless meeting management ensures that every gathering is impactful, with state-of-the-art audio-visual support, tailored catering, and efficient logistics. By recognizing that the traditional office model is fading and embracing the flight to experience, organizations can enhance employee satisfaction, attract top talent, and drive success in an ever-evolving work landscape. Right-sizing offices and reinvesting in superior workplace experiences are key strategies in this transformation. The future office is not just a place to work; it's a place to connect, collaborate, and create—making hybrid work truly effective and every office visit valuable. #FutureOfWork

Kay Fabella is one of THE most prolific podcasters in the inclusion space. Her podcast “Inclusion in Progress” has 131 episodes over 6 years. Kay’s got an interesting story: She’s a Filipina American from Los Angeles. She moved to Spain with a one-way ticket. She’s a daughter of immigrants who became an immigrant herself. As a non-EU citizen she had to be creative to find work. Her roles included being: - A singer - A food tour guide - An English teacher This was not an easy time. In 2008 Kay was hospitalised and diagnosed with clinical depression. She spent nearly two and a half years in recovery. This meant Kay had to develop tools to manage her mental health conditions while trying to earn a living. Working remotely saved her mental health. This set the stage for her idea of Inclusive Distributed Work. She talks about this A LOT. --- Most people think Distributed Work = Remote / Hybrid / In-office Kay says it also means being Global and Multicultural. Inclusive Distributed Work goes beyond  location flexibility. --- Have you heard about the remote vs return to office debate? Kay says it’s not a two-option debate. Turns out, there isn't just one way to work remotely There are 12. Which of these sounds like you? --- 1) Virtual-First with Planned In-Office Time – Example: Atlassian --- 2) Flexi-Remote with Core Office Weeks – Example: HubSpot --- 3) Output-Optimized Hybrid Work – Example: Salesforce --- 4) Hybrid with Optional In-Office Time – Example: LinkedIn --- 5) Hub-and-Spoke – Example: Dropbox --- 6) Fully Remote with Regional Hubs – Example: Automattic --- 7) Job Rotation – Example: Microsoft --- 8) Work-From-Anywhere + Cross-Cultural Hybrid – Example: Spotify --- 9) Results-Only Work Environment (ROWE) – Example: Toptal --- 10) Asynchronous-First – Example: Buffer --- 11) Digital Nomad-Friendly – Example: Doist --- 12) Core Working Hours with Flexibility – Example: UnitedHealth Group --- Which of these does your team use? Kay’s insights completely changed the way I think about remote work. Maybe it will for you to. Check out the show here and make your own mind up https://lnkd.in/eVecY-4w PS. Notice what most of these companies have in common?

Our latest Flex Index report is a Tech Industry Deep Dive 👨💻 👩💻 🤖 We analyzed flexible work policies for 2,670 technology companies that collectively employ 11M+ people. Link here: https://bit.ly/466m0jw Despite media coverage around Tech RTO, 79% of Tech companies are Fully Flexible (meaning no required office time). That's up from 75% a year ago. However, the composition of that group has changed quite a bit. The percentage that is Fully Remote (no offices at all) is DOWN from 37% a year ago to 23% now. The percentage that is Employee's Choice (offices, but no requirement to go in) is UP from 38% a year ago to 56% now. So the office is far from dead in Tech. It's actually becoming more popular, albeit with a different use case than it had five years ago.

💵💵 🏢 Bosses want their workers back on-site on a more permanent basis and they're willing to pay a premium to do so. While many jobs still offer hybrid- or remote-working patterns, more bosses are mandating their employees to return to the office on a full-time basis. Boeing, UPS, and JPMorgan Chase & Co. are among the large corporations that have enforced in-person attendance five days a week. But for some of these companies, getting workers fully back on-site comes with a high price tag. This is particularly the case in the US, which has seen the most dramatic shift to flexible working – by January 2024, around 29% of all paid workdays were still worked from home. "Employers who cannot compete on flexibility will have to compete more aggressively on pay," says Julia Pollak, chief economist at ZipRecruiter based in California. The result is that US wages for fully in-office roles are surging. According to ZipRecruiter data, seen by the BBC, companies were offering on average $82,037 (£64,562) for fully in-person roles by March 2024 – an increase of more than 33% versus 2023 ($59,085; £46,499). The trend is cross-sector: compared to hybrid ($59,992; £47,211) and fully remote ($75,327; £64,320) roles, workers appear to be more likely to increase their salaries by returning to pre-pandemic office schedules. Part of this is compensating for the loss of flexibility that workers have prioritised for the past few years – the greater the push to relinquish that autonomy, the more employers have to offer to compensate. The ZipRecruiter data shows that workers who swapped from fully remote to fully in-office set-ups in the US through 2023 received a 29.2% pay bump – nearly double that of those moving the other way. "The conclusion is that people demand higher pay increases for fully in-office jobs," says Pollak. "An employer offering flexibility can negotiate the overall compensation package with non-monetary incentives, while an employer wanting teams on-site five days a week can only offer financial terms – a dollar value is placed on time spent in the office." In the current cost-cutting climate, offering employees flexibility over a pay bump seems like a win for both sides. Yet despite this, some bosses are willing to increase their wage bills in exchange for full offices, because they believe the trade-off is worth it, says Pollak – the expense will lead to improved business outcomes. "Among some employers, there can be a perception that remote workers are less productive," she adds. Many are also "psychologically and financially invested in their corporate real estate" – they want to fill their workplaces, at whatever cost. ❓Would you give up flexible work arrangements for a 29% pay increase? Keen to hear your thoughts and opinions. 🙏🏻 WorkFLEX-Australia #returntooffice #rto #worklifebalance #futureofwork BBC News BBC Author: Alex Christian https://lnkd.in/g28sydNW

Do employers have the right to mandate office presence—or is hybrid truly the future? Back when I was CFO in the NHS, walking the floor wasn’t just routine—it was essential. Quick hallway conversations often solved problems faster than any formal meeting could. Presence mattered. Yet, times have shifted. Rigid office mandates have led to over 80,000 resignations in Scotland since January 2024. On the flip side, a fully remote setup carries risks: - Juniors lose out on mentorship. - Career visibility declines, especially for women. - Trust-building suffers. The data is clear, though: - 83% feel more productive in hybrid setups. - Stanford and Nature studies reveal turnover drops by 33% with just two WFH days weekly. - UK hybrid workers gain 56 extra minutes daily for sleep, rest, and wellness. Perhaps the real answer isn't forcing one extreme, but intentionally designing hybrid for the best of both: = 3–4 days in-office for connection, mentorship, and culture-building. = 1–2 remote days to boost productivity, flexibility, and wellbeing. We could even rethink the workspace itself: - Quiet focus zones for deep tasks. - Collaboration hubs for spontaneous problem-solving. From my experience a thoughtful balance often outperforms rigid extremes. Can hybrid truly deliver productivity, culture, and career growth—or do some roles genuinely need daily face-time? Share your thoughts or experience below.

𝗖𝘂𝗿𝗿𝗲𝗻𝘁 𝗮𝗻𝗱 𝗙𝘂𝘁𝘂𝗿𝗲 𝗥𝗲𝘁𝘂𝗿𝗻-𝘁𝗼-𝗢𝗳𝗳𝗶𝗰𝗲 𝗧𝗿𝗲𝗻𝗱𝘀: 𝗪𝗵𝗮𝘁 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀 𝗦𝗵𝗼𝘂𝗹𝗱 𝗘𝘅𝗽𝗲𝗰𝘁 In June 2025, 21.6% of US employees worked remotely at least part time, down slightly from 22.3% in June 2024. Hybrid roles now account for 53.1% of workers who spend any time at home, compared to 46.9% in fully remote positions. Only 27% of companies will be back to a fully in-person model by year’s end, while 67% continue to offer hybrid flexibility. 𝗛𝗼𝘄 𝗘𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀 𝗛𝗮𝘃𝗲 𝗘𝘃𝗼𝗹𝘃𝗲𝗱 • 64% of US employees now prefer remote or hybrid roles over working from the office every day. • 61% of companies have formal RTO policies requiring employees to work on-site a minimum number of days each week. • The share of workers under office-mandate policies rose to 75% in late 2024, up from 63% in early 2023. • 46% of employees say they’d look for a new job if their employer stopped allowing remote or hybrid work. 𝗙𝘂𝘁𝘂𝗿𝗲 𝗧𝗿𝗲𝗻𝗱𝘀 𝘁𝗼 𝗪𝗮𝘁𝗰𝗵 In 2026 and beyond, organizations will refine return-to-office strategies using real-time utilization data and activity-based planning. Expect policies that: • Tie in-office days to project milestones, collaborative sprints, and mentorship sessions • Leverage AI-driven space optimization and smart scheduling to personalize the workplace • Blend virtual and in-person experiences through VR/AR or hybrid event platforms This evolution will shift RTO from a mandate to a tailored, outcome-driven experience. 𝗜𝗺𝗽𝗮𝗰𝘁 𝗼𝗻 𝗛𝗶𝗿𝗶𝗻𝗴 𝗮𝗻𝗱 𝗥𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 Likelihood to look for a new job if remote/hybrid work is revoked 64% Employees who’d seek new work without any remote options 46% Companies reporting higher retention by allowing remote work 76% Companies losing talent due to RTO policies 80% Hybrid/remote workers willing to accept a pay cut to stay remote 48% These figures underscore that overly rigid office mandates risk driving turnover, raising hiring costs, and eroding employer brand. 𝗪𝗵𝗮𝘁 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀 𝗦𝗵𝗼𝘂𝗹𝗱 𝗗𝗼 𝗡𝗼𝘄 • Tie office days to clear objectives such as innovation workshops, client pitches, or onboarding ceremonies • Offer choice through dynamic scheduling tools and desk-hoteling platforms • Measure impact with OKRs and KPIs around collaboration hours, engagement scores, and retention rates • Invest in well-being amenities and quiet zones to support diverse needs • Communicate transparently—share usage data, policy rationale, and gather ongoing feedback By aligning RTO policies with both business outcomes and employee preferences, you’ll build a workplace that attracts top talent and sustains retention. What strategies have you found most effective in balancing office presence with flexibility? Share your insights below!