Planning for hybrid working
Advice on how organisations can begin to prepare for a return to the workplace and a longer term move to hybrid working
Advice for line managers on supporting and enabling hybrid working
Although many employees have worked from home for an extended period during the pandemic, research (such as from YouGov and the CIPD) has shown that post-COVID, most employees would prefer a balance where they are in the office for some of the week and at home for the remainder, known as hybrid working.
Working in a hybrid way, where team members may be working from different locations or even at different times, will require planning and organising if it is to be successful. There are few precedents to follow, and it is likely that some experimentation will be required to determine just what will work in a particular context. Exactly how to implement hybrid working will vary from organisation to organisation, and even from team to team – these new ways of working should be tailored to the unique needs of the individual, team or department.
The role of the line manager will be key to establishing these new ways of working and ensuring that they work in practice. In particular managers will be responsible for effective communication and team working within newly hybrid teams.
This guidance provides people managers with some key tips and ideas for enabling effective hybrid working.
As organisations plan for hybrid working, many will be drafting policies, procedures and guidance. First of all, familiarise yourself with any relevant existing documents and check if any training or support is available. Share any policies or procedures, or other information about the organisation’s approach to hybrid working, with your team.
Employees may be anxious about new ways of working, especially if they want to carry on with homeworking but are unsure if this will be permitted. If there are specific timescales when information will be issued or when discussions about hybrid working can commence, communicate these too. This will help to provide clarity and manage expectations.
It will be helpful where possible to talk to your team individually about their personal preferences for future working patterns. The CIPD has a short questionnaire template that can guide you; you can either ask people to complete the questionnaire and return to you or use it as a tool to guide a face-to-face conversation. Discuss:
When it is agreed that hybrid working is possible and individual working patterns are identified, engage your team in establishing new ways of working. This will help to demonstrate that you are treating everyone with respect, consulting people and being open to other perspectives. Remember that a move to hybrid working represents a fundamental change after what has already been a challenging period for many people. It is likely that people will experience this change in different ways. Some will be excited, others may be anxious or concerned and you will need to show empathy, concern and consideration for all points of view.
Consider the following recommendations:
How hybrid working needs to work and be managed in practice will vary extensively according to the type of work being undertaken – be prepared to engage in ongoing conversations with your team and adapt your approach as you learn what works and what does not. You may need to try different methods and approaches to determine what works best for your particular situation.
Effective hybrid working is facilitated by strong communication. Communication needs to be more intentional and planned in a hybrid environment, as there might be fewer casual or ad hoc conversations. Exactly how a hybrid team needs to communicate will vary depending on its size and the types of roles being undertaken.
Communication in a hybrid team requires a different approach to communicating with an office based or fully remote team. However, the key principles of good communication remain: employees need to have the information that they need, in a timely way, to allow them to successfully undertake their work.
Good communication is a shared responsibility across the team; engage the team in a discussion about the best ways to communicate. Consider some of the following:
One of the most important factors in communicating with a hybrid team is ensuring that information reaches everyone, wherever and whenever they are working. Equal access to information and knowledge is key to preventing communication issues and feelings of unfairness.
Hybrid working can support inclusion. Greater flexibility, in both where and when people work, can open up opportunities to people who cannot work a traditional 9-5 working day, including those who have disabilities or caring responsibilities. Increased flexible work can also support the reduction of the gender pay gap. However, if not managed properly it can lead to challenges too, including employees who are working remotely not being sufficiently included, recognised or having equal employee voice.
Consider these recommendations to support fairness and inclusion:
Managing a hybrid team is quite different from managing a team that is either mostly office-based, or mostly remote. It will require a range of new skills and approaches. Some of these tips and techniques can help you to manage in a hybrid environment:
DISCLAIMER: The materials in this guidance are provided for general information purposes and do not constitute legal or other professional advice. While the information is considered to be true and correct at the date of publication, changes in circumstances may impact the accuracy and validity of the information. The CIPD is not responsible for any errors or omissions, or for any action or decision taken as a result of using the guidance. You should consult a professional adviser for legal or other advice where appropriate.
Managers play a vital role in determining the health, wellbeing and engagement of their team. Research (funded by the CIPD and led by Affinity Health at Work) identified five key behavioural areas for line managers to support the health, wellbeing and engagement of those who work for them:
Advice on how organisations can begin to prepare for a return to the workplace and a longer term move to hybrid working
Use our flowchart to assess roles for hybrid working, considering the nature of the work undertaken in a role
Use our questionnaire templates to kick off discussions around hybrid working and agree flexible working arrangements