Five years after COVID-19, what have we learned about hybrid working?

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Recent research by Professor Kathleen Vangronsvelt (Antwerp Management School) shows that three out of four employers still recognise the benefits of teleworking. The main advantages are a better work-life balance, less commuting stress and higher employee satisfaction. Yet companies also signal disadvantages: informal interactions decline, cooperation is less spontaneous and the boundary between work and private life blurs. This begs the question: how should hybrid working evolve to address these challenges?

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Key takeaways

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√ Employees as well as employers say telecommuting improves productivity.
√ At least two days of telecommuting improves mental wellbeing; from four days of telecommuting, mental wellbeing comes under pressure.
√ The 3 most important challenges of the new work model are: need for focus time, optimal cooperation and a better work-life balance.
√ There is no one-size-fits-all solution. Each company must work out a tailor-made model adapted to its culture and organisation.
√ The role of the manager in the hybrid work model becomes more important than ever.

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The current situation: teleworking in Belgium

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Professor Vangronsvelt's findings show that teleworking in Belgium has taken a permanent place within most organisations. Although there are major sectoral differences, hybrid working remains particularly strong in knowledge-intensive sectors. About 45% of employees in Belgium currently work at home at least one day a week, while 22% still telework three or more days a week. This is significantly higher than before the corona crisis, when teleworking was the exception rather than the rule.
Employers acknowledge that teleworking benefits wellbeing and productivity, but also warn of the challenges. Especially in sectors where collaboration and innovation are essential, physical presence remains an important factor. In addition, the survey shows that some companies are becoming more reluctant to expand teleworking opportunities, mainly due to the difficulties in monitoring corporate culture and avoiding silo formation within teams.

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Benefits and pitfalls

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Vangronsvelt's research highlights some crucial insights about the impact of hybrid working. One striking finding is that 64% of employees surveyed said they were more productive in a hybrid working model, while 58% of employers noted the same about their employees. This indicates wider acceptance and confirms that hybrid working is not a temporary trend, but a sustainable work structure.
In addition, the study shows that employees who work from home at least two days a week experience better mental health, on average, than those who work exclusively in the office. This is attributed to increased autonomy and flexibility. In contrast, employees who work from home four or more days a week were more likely to experience feelings of isolation and reduced engagement. This highlights the need for a balanced hybrid work model. Another recurring issue within the hybrid work model is work-life balance. Although working from home offers flexibility, some workers experience a continuous work mode with no clear demarcation. This can lead to stress and an increased risk of burn-out.

Professor Lynda Gratton (London Business School) confirms in her column in MITSloan that hybrid working models can increase productivity, if implemented properly. She points out the importance of autonomy and time management, shifting the focus from presence to output. But she also warns against the “proximity bias”: managers often rate physically present employees more favourably than home workers, which can lead to inequality in career opportunities. In addition, she stresses that hybrid working requires a thoughtful strategy to ensure both individual performance and team cohesion.

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5 keys to sustainable success

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To make hybrid working a sustainable model, some best practices are essential:

• Clear policies - Studies show that employees perform better when there are clear guidelines on hybrid working. Create clarity: specify not only on which days physical presence is required, but also how virtual collaboration is optimised.‍
• Invest in collaboration - According to both Vangronsvelt and Gratton, it is essential to facilitate both digital and physical moments of interaction. Organise team days, hybrid meetings and virtual coffee moments to foster collaboration and connection.‍
• Monitor mental health - Employees working hybrid benefit from clear boundaries between work and private life. Employers can address this by allowing flexible working hours and encouraging initiatives such as offline time and wellness programmes.‍
• Tailor-made approach - Avoid hybrid working being the standard solution. Different functions and teams have different needs. A personalised approach, giving employees a say in how they fill hybrid working, increases both effectiveness and satisfaction.‍
• Leadership training - The leader plays a crucial role in the sustainable success of the hybrid work model. As a leader, how do you handle the new challenges while creating impact and connection within your team or organisation? Register for our five-day Courageous Leadership programme today! During this unique master class, you will develop a personal leadership compass that will help you navigate through various leadership challenges as a decisive leader. Read here in advance how to become a future-proof leader.