Hybrid work models have proven to be beneficial for employees – from better work-life balance to increased job satisfaction and more. Yet many workers who are expected to make the commute to the office – even partially – may resist.

A new report from the Conference Board highlights ways companies can not only reduce employee resistance to a hybrid model, but also maximize its value to the company. The findings come from interviews with 15 large companies and the results of the recent Newly designed workplace Survey of over 200 HR managers.

“Attitudes toward office life have fundamentally changed due to the flexibility required by the pandemic,” said Matt Rosenbaum, Principal Researcher, Human Capital, The Conference Board. “Leaders should strive for ‘presence with purpose’ and ensure employees have the best environment to meet their needs. Individually focused tasks are often better suited to remote work, and collaborative efforts thrive in face-to-face contact.”

The report also highlights the importance of investing in metrics to optimize hybrid working models, arguing that companies should determine the outcomes they want to achieve, measure how their working model impacts those outcomes, and adapt accordingly.

“Will the models be evidence-based and focused on specific outcomes, or will they be based on instinct and belief? If the latter, companies risk wasting time, money and opportunities and alienating their employees instead of systematically pursuing their desired goals,” said Dr. Robin Erickson, Vice President of Human Capital at The Conference Board.

Key findings include:

The why: Hybrid work improves a number of organizational outcomes compared to full-time on-site work.

• HR leaders say hybrid work improves business outcomes in areas such as work-life balance (87% say it has a positive effect), job satisfaction (84%) and employee retention (79%).
• More than 60% of employees surveyed say their productivity has increased as a result of hybrid working, and 51% of HR managers cite increased productivity as a benefit.
• 65% of employees say that flexibility is most important to them besides salary.

The How: Focus on six key practices that help with change management when redesigning a working model.

• Communicate clearly: Explain the reasons for hybrid work to build trust and transparency.
• Give employees enough time to adapt to new local expectations.
• Involve stakeholders early: Involve key influencers to advocate for change.
• Set clear expectations: Define specific policies regarding attendance days and core working hours.
• Offer tailored training: Equip managers and employees with skills for effective hybrid working.
• Monitor and evaluate: Continuously evaluate the acceptance and effectiveness of the hybrid model.

“We are in a new world of work; there is no going back to normal,” said Erka Amursi, senior researcher for human capital at The Conference Board. “Communicating the change to employees in a clear, trusting and transparent way will ease the transition to a new work model.”

Measure success: Evaluate metrics to get the most out of hybrid work.

• Determine which work is better done remotely or on-site and align work with the environment that best facilitates this.
• Evaluate whether the current approach serves the strategic objectives.
• By consistently collecting and evaluating evidence, hybrid work is optimized for both an organization’s current context and future needs.
• Companies should review the validity of their metrics over time and introduce new metrics if necessary.