How ‘one-size-fits-all’ hybrid working policies put some staff at risk

Two years ago, the term ‘hybrid’ was used sparingly in conversations around the future of work. Now, not an article seems to go by without mentioning the topic of hybrid working. But what about the hybrid risk for vulnerable staff?

As leaders prepare post-pandemic work policies, the question has shifted from “Is the future hybrid?” to “How do we implement hybrid?”.

Big changes are happening. We’re in the process of completely re-wiring the system. One so deeply ingrained in society that most of us probably never questioned the possibility of an alternative.

As more organisations come forward with their hybrid plans, many reference internal staff surveys and consensus to conclude that employees will come into the office 2–3 days per week.

While consensus is vital in building a policy, a blanket statement should not be applied throughout. Leaders must take extra care to ensure that employees across the board can thrive in a hybrid workplace. People have varying needs, and some vulnerable staff will be at greater risk if they are not considered individually.

A broader perspective on hybrid

For the majority, hybrid work probably will mean 2–3 days in the office.

After being thrown in at the deep end with remote work last year, it made many people realise that there are aspects of work that can be done at home.

When tackling more individual tasks (the head down ‘leave-me-alone’ kind), it seems unnecessary to drag yourself to a different location, just to sit and do exactly what could have been done without leaving the house.

On the flip side, being in the office allows for more effective face-to-face collaboration. Bouncing ideas around in a breakout room will never quite match the flow and efficiency of doing so in an actual room. Being in the physical presence of colleagues also brings with it the accumulation of candid interactions that strengthen relationships over time.

The core principle here is that hybrid gives us more opportunities to tailor our environment to the work we are doing. An agile workplace typically describes an office with different ‘zones’ that staff use depending on what best suits the work they’re doing.

In a way, hybrid allows us to extend this concept — but way beyond the confines of the office walls. It allows organisations to diversify the tools at their disposal. There is more choice than ever to work in a way that suits us and the task at hand.

Where 2–3 days in the office might not work

We all work differently. We all have different needs, different preferences, and different struggles.

For some employees, the home is not an easy place to get work done. This could be due to a lack of space or equipment, or there might be significant distractions in and around the home. With video calls providing a little window into our personal lives, people have felt this vulnerability more than ever.

Other employees may have Pinterest-worthy home offices, yet they struggle immensely working from home due to mental health problems or attention difficulties.

For some, the home is simply not a safe environment. Domestic abuse, tricky family members or housemates, as well as substance abuse in the home, are a handful of reasons remote work can put safety at serious risk.

Taking a collaboration-centric approach to office attendance will be important when coordinating a hybrid workforce. However, priority needs to be given to those for whom the office is a safe space.

For some employees, less than the prescribed 2–3 days is better. Some may have demanding family commitments, while others may live far away and so regular commuting exacerbates time inequality.

We also must not forget that the trauma caused by the pandemic means many will be quite fearful about returning to the office. Leaders need to be understanding of this.

Through not demanding a minimum commitment to 3 days in-office, more opportunity is provided to those who cannot get into the office as often as others. It also opens up the talent pool significantly.

Give each employee the tools they need

You may have seen one of the many reports claiming to pinpoint the ‘ideal’ number of days in the office. The truth is, the ideal will look different for everyone depending on their role, preferences and more importantly, safety.

Staff surveys are great at getting an overall picture, but the needs of each individual cannot be catered for if they are just a tally on a chart.

Leaders need to have important one-to-one conversations. Establishing psychological safety in the workplace plays a significant role in making employees feel able to have these conversations. Getting hybrid right will depend on leaders creating a culture of trust, understanding and confidentiality.

Hybrid provides the opportunity to create bespoke ways of working to fit in with our lives. We have more tools than ever — we just need to make sure we’re equipping each employee with the toolkit they need to thrive.

How to reduce hybrid risk

Co-ordinating a whole workforce with diverse needs is not a manual job. We developed Schej so that organisations can address the needs of the business at every level — right down to the individual.

Desk booking or hot-desking systems are far from ideal for many reasons. They create difficult social dynamics, mid-week overspills and disconnect within teams. Not to mention, people just hate these systems (86% of them, in fact).

But for vulnerable employees, these policies put their safety at risk. By leaving it to chance, those who truly need the space may not get it.

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