[INSIGHTS]: The journey to Hybrid working

External Links:

https://www.kcl.ac.uk/policy-institute/assets/the-journey-to-hybrid-working-april-2023.pdf

Summary

The article discusses the shift to hybrid working models post-pandemic, focusing on employer perspectives and the challenges they face. It highlights a permanent change in perceptions and working behaviors towards widespread hybrid models. The power balance between employers and employees has shifted, with employees having greater influence over remote work. Local authorities must balance equity and visibility in hybrid practices. Middle and line managers face pressures in managing performance and support. HR professionals deal with contradictory demands, balancing employee wellbeing and organizational needs. The article also emphasizes the importance of communication, flexible policies, and continuous learning for successful hybrid working.

Key Points

  • There’s a permanent shift towards hybrid work models.
  • Power dynamics between employers and employees have changed.
  • Local authorities must balance equity and visibility.
  • Middle and line managers face performance management challenges.
  • HR professionals juggle conflicting demands.
  • Communication and flexibility are crucial for success.
  • Organizational space usage must adapt to hybrid working.
  • The London CAZ will remain a hub for economic activity.
  • The shift to hybrid work has far-reaching implications.
  • There’s untapped potential in the disabled workforce.
  • Real-time evidence and adaptability are essential for policies.
  • Organizational culture change is needed to support hybrid work.

Key Statistics

  1. Around 40% of 16–25 year-olds find remote working easier for communication and networking.
  2. 66% of London workers disagree with paying remote workers less than office workers.
  3. Only 27% of London employees feel senior management encourages remote work.
  4. 51% of London employees believe senior management often or always works remotely.
  5. A long but shallow recession (“long U”) is anticipated.
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Key Takeaways

  • Organizations are experiencing a structural shift towards hybrid work.
  • Norms and expectations around office work have changed.
  • Balancing equity and visibility is crucial for local authorities.
  • Middle and line managers face challenges in managing performance and support in hybrid settings.
  • HR professionals navigate conflicting demands in supporting employee wellbeing and organizational needs.
  • Flexibility, adaptability, and real-time evidence are essential for policy success.
  • Communication plays a crucial role in managing the transition to hybrid work.
  • Organizational space usage must adapt to support hybrid work effectively.
  • The London Central Activities Zone (CAZ) will continue to be a dynamic hub of economic activity.
  • The shift to hybrid work has far-reaching implications on commuting patterns, housing markets, and land use.
  • There’s untapped potential in the disabled workforce, which can be valuable during skill shortages.
  • Organizational culture change is essential for long-term hybrid work success.
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