Most businesses believe that hybrid working has boosted employee productivity and wellbeing, yet many are still keen for their staff to spend more time in the office than they currently do.

Research among UK mid-sized businesses from Grant Thornton published last month found that almost three-quarters (71%) currently allow hybrid working. Of these, 83% believe that it has boosted employee productivity, 83% report that it has positively impacted staff wellbeing and 85% believe that hybrid working is beneficial for their business.

Despite that, the majority of respondents (85%) are still keen that their people spend more time in the office. Interestingly, another survey from recruitment company Hays found that nearly half of professionals would consider quitting if their employer forced them back to the office on a full-time basis.

Employer/employee mismatch

The mismatch between employees’ and employers’ attitudes to hybrid working comes as a spate of companies have issued return to office mandates in recent months. 

Just last week, asset management giant BlackRock said it was ordering senior managers back to the office five days a week. It follows a similar announcement by JPMorgan Chase earlier this year and Amazon, which stipulated that employees should return to the office five days a week in January.

Richard Waite, People and Culture Director and Head of Talent and Recruitment, Grant Thornton UK, says: “Employees value the flexibility hybrid working offers and the ability to better balance professional and personal commitments. 

“In turn, many businesses have also seen a boost to their employees’ wellbeing and productivity, but recognise that the need for in-person interaction and connectivity has not gone away with some activity, such as training and development or group collaboration, still requiring that in-person, human element.”

Meeting critical business needs

Waite says finding the right balance that works for the business, employees and customers needs careful consideration. “It’s important to ensure that both they and their people can benefit from the opportunities a hybrid and more flexible working approach can offer, while still ensuring that critical business needs are met and that specific groups of people within the organisation, such as newer or early-in-their-career employees, are not disadvantaged.”

According to the Grant Thornton study, more than three-quarters (78%) of the businesses that are currently adopting a hybrid approach say that it is impacting their ability to provide adequate support and development for younger or trainee employees. 

“At Grant Thornton, we believe that the office remains an integral part of working life, for networking, collaboration and training. But our working approach focuses on embracing the benefits of flexible, agile and hybrid working and encouraging and empowering our people to make sensible decisions when it comes to the best approach to take for the type of work they need to do.

“Implementing a framework will help businesses ensure that when their people are making choices about where and when they’re working, they have the support and tools needed to ensure they do the right thing and are working in a way that balances and meets the needs of everyone,” Waite adds. 

Trust and clear guiding principles

A trust-based approach, with clear guiding principles, allows employees to feel valued and supported to deliver high-quality work and meet the needs of their clients or customers, while also allowing them to feel the benefits of hybrid working in their personal lives, Waite says.

Susan Binnersley, founder and Managing Director of HR consultancy h2h, says the transition to hybrid can be complex, and in order to lead effectively in this environment it is vital that leaders understand their mindset and recognise the skills they need as both a member and leader of a hybrid team.

“The principles of leadership have not fundamentally changed, but the way that we work most definitely has and it is important to invest in supporting leaders to work in a hybrid way. 

“Creating a positive and constructive climate for hybrid team working, leading effective hybrid meetings, driving inclusivity, and embracing the multitude of different individual preferences such as personality, neurodiversity and language are just some of the issues they will need to navigate,” Binnersley says. 

Leaders’ social connectivity skills

It’s a good idea to make sure that leaders have opportunities to refresh their skills around social connectivity, effective leadership and hybrid working. “Investing in your leaders so that they understand the shift required in terms of their paradigms, behaviours and impact in order to lead successfully will be inextricably linked to the success of the organisation as a whole,” Binnersley adds.

Pam Lindsay-Dunn, COO of recruiter Hays UK&I, says navigating return-to-office tensions requires that employers take staff needs and feedback on board and communicate any changes to their offering clearly to avoid unnecessary worry and confusion. 

“Employers should implement an effective communication strategy, engage employees through surveys, meetings and regular check-ins and provide detailed information about any plans they have to alter their flexible working policies. This transparency is vital for ensuring employees are kept in the loop and feel part of the important decision-making process,” Lindsay-Dunn says.

Listen to your workforce

Employers should be prepared to review their policy and adapt accordingly based on the concerns and opinions of their workforce, to ensure their workplace plans remain relevant and effective, to ultimately create a positive and productive environment.

“In terms of deciding when their compulsory office days should be, employers need to strike a healthy balance between listening to the needs of each individual employee, as everyone has different lifestyles and preferences, and crafting a policy that fits in with their business strategy. 

“The number of mandatory office days and when these are will vary from one organisation to the next. However, anchor days – when everyone is required in the office on the same day – are an effective way to get the team together, to help nurture a sense of belonging and can be used for certain meetings and tasks that work best in person.”