Making Hybrid Work: Dilemmas and Recommendations

As companies battle for talent in the face of tight labor markets and labor shortages, an effective hybrid working model can potentially become a key employer brand differentiator and productivity lever  because of its potential to attract, engage, and motivate employees. One size isn’t fitting all—so, companies will need to find a hybrid model that best suits their own business objectives and cultural contexts. As organizations move forward to craft their own versions of hybrid working, they must recognize and navigate the potential landmines.

This report from The Conference Board of Asia discusses emergent models of hybrid working, how companies in Asia are rolling these out, dilemmas they are facing, and recommendations for addressing them.

Insights for What’s Ahead

• Quickly pivoting culture and mindset shifts are critical success factors in making hybrid work effectively to keep pace with the rapid changes in policies and processes that come with adopting a hybrid model. In the Asian context, biases such as presenteeism (i.e., employees being present in the office, but not fully functioning), are success derailers.
• Specific employee segments including women, new hires, and younger employees are likely to experience more adverse impacts of hybrid work, and the challenges they face will require special attention. For example, feelings of disconnectedness experienced by new hires who are unable to build relationships with colleagues and stakeholders.
• Employee well-being must be a priority in the transition to hybrid work. Switching modalities (i.e., shifting continuously between physical and virtual workspaces) can increase psychological stress and a drain on energy. Changing manager mindsets about how and when work is performed and providing employees with adequate time to refresh contribute to stress reduction.
• Digital resources are useful enablers but only when they are thoughtfully deployed. Providing adequate support, but at the same time, mitigating the risk of digital overload and technostress (i.e., stress of being overwhelmed by digital devices and stimuli, and an “always on” mentality) ensures productivity is maximized.
• Empowered employees who choose their preferred hybrid models, must also take ownership and accountability for performance outcomes.