{"id":27041,"date":"2021-07-15T16:24:23","date_gmt":"2021-07-15T15:24:23","guid":{"rendered":"https:\/\/www.elixirr.com\/?p=27041"},"modified":"2025-10-28T15:29:50","modified_gmt":"2025-10-28T15:29:50","slug":"putting-the-hybrid-working-model-to-the-test","status":"publish","type":"post","link":"https:\/\/www.elixirr.com\/en-gb\/putting-the-hybrid-working-model-to-the-test\/","title":{"rendered":"Putting the hybrid working model to the test"},"content":{"rendered":"\n

In October 2020, Dropbox unveiled its virtual-first policy, which prioritises remote work over the office. Dropbox are not the only high-profile organisation to opt for a remote-driven approach to work. But their rationale for doing so is unique, explicitly citing the drawbacks of the increasingly popular hybrid working model. Melanie Collins, the group\u2019s Chief People Officer, listed<\/a> \u201cinclusion, promotion, career growth, cliques and different norms within different teams\u201d as potential risks with the hybrid approach.<\/p>\n\n\n\n

So, with almost all<\/a> of the UK\u2019s 50 biggest employers committing to a mix of home and office working, perhaps it\u2019s time to pause and think: should hybrid working really be the new normal? In this series, we\u2019re exploring the unforeseen difficulties that arise when the hybrid model is put into practice. Can employees really \u2018work from anywhere\u2019? Does the rise of a more \u2018global workforce\u2019 resolve or exacerbate the skills gap? Can you still be \u2018one organisation\u2019 with two categories of employees, one WFH and one WFO?<\/p>\n\n\n\n

There is no doubt that with challenge comes opportunity; the companies that can get hybrid working right have a lot to gain. However, recognising the challenge in the transition from theory to reality is a good place to start.<\/p>\n\n\n\n

Commitment vs. conviction<\/h2>\n\n\n\n

There is a disconnect between the theory of hybrid working and its implementation. Only 32% of executives have a detailed vision and plan in place for hybrid work, despite nine out of ten being committed to the model. This uncertainty is making employees anxious. A recent survey cited the chief source of employee anxiety as \u2018uncertainty regarding employers plans for post- COVID-19 working arrangements\u2019.<\/p>\n\n\n\n

Employers can\u2019t just throw around the \u2018hybrid working\u2019 buzz-phrase. They need to communicate with their employees, identify the challenges, and lay out a clear plan of action. These unknowns highlight one thing: our hybrid remote working future is more uncertain than we realise. <\/p>\n\n\n\n

We can work remote, why not hybrid?<\/h2>\n\n\n\n

With companies across the globe successfully navigating the transition to remote working during the pandemic, the hybrid model might appear straightforward. We know that we can work both in a fully remote environment and in the office. Surely this means that we can operate in a hybrid environment?<\/p>\n\n\n\n

What is becoming increasingly evident is that this third option is not so simple. New complexities arise when we try to blend remote and physical worlds, and when the term \u2018remote\u2019 evolves to mean \u2018work from anywhere\u2019 as opposed to just work from home. Navigating these unforeseen difficulties is the next challenge on organisations\u2019 plate. Businesses must test the viability of the hybrid model and their ability to uphold their commitments to a flexible working future.<\/p>\n\n\n\n

Back to basics<\/h2>\n\n\n\n

As we\u2019ve seen with remote working, companies will face fundamental roadblocks to successfully implementing a hybrid model. This is particularly acute in developing and emerging economies; public infrastructure is poor, creating internet connectivity and power challenges that limit the basic feasibility of an out-of-office model. We have experienced this first-hand working with our clients across Africa where structured power outages are a daily occurrence \u2013 a disruption made worse by the high cost of network data which means that mobile access is often not a viable alternative. While this creates immediate problems for business continuity and risk management, it also means there are much harder hurdles to clear before hybrid working can become the promised standard. <\/p>\n\n\n\n

\n

Roadblocks to successfully implementing a hybrid model are particularly acute in developing and emerging economies; public infrastructure is poor, creating internet connectivity and power challenges that limit the basic feasibility of an out-of-office model. <\/p>\n<\/blockquote>\n\n\n\n

Companies are navigating solutions, such as the provision of mobile data SIM cards and Virtual Desktop Infrastructure technology. However, moving forward, companies need to focus on long-term, strategic solutions that both enable productive remote working and drive equal opportunity and consistent employee value proposition across the hybrid organisation. This is significantly harder to achieve than simply enabling remote working.<\/p>\n\n\n\n

What\u2019s next?<\/h2>\n\n\n\n

In the next article we will explore the practicalities of a distributed, global workforce. Is it a golden opportunity to access talent or a double-edged sword? After all, if employers can access talent globally, individuals can also work globally, creating new talent retention challenges. Navigating these unforeseen complexities, alongside the knock-on tax and payroll implications, will be front and centre for organisations implementing a hybrid approach.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\n\n\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

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45.2744 23.5508C45.2744 11.4974 35.4674 1.68957 23.4141 1.68945Z\" fill=\"currentColor\"\/>\n<path d=\"M19.2841 33.6992C18.9579 33.6986 18.6374 33.6111 18.3543 33.4454C17.7167 33.0759 17.3203 32.3585 17.3203 31.5797V15.8189C17.3203 15.0379 17.7167 14.3227 18.3543 13.9531C18.6442 13.7827 18.9735 13.6951 19.3078 13.6994C19.6421 13.7037 19.9692 13.7998 20.2548 13.9776L33.4237 22.0406C33.6981 22.2166 33.9244 22.461 34.0812 22.751C34.238 23.0409 34.3203 23.3668 34.3203 23.6982C34.3203 24.0295 34.238 24.3555 34.0812 24.6454C33.9244 24.9353 33.6981 25.1798 33.4237 25.3558L20.2527 33.421C19.9604 33.6017 19.6256 33.6979 19.2841 33.6992Z\" fill=\"currentColor\"\/>\n<\/g>\n<\/svg>\n<\/span> <\/div>\n <\/figure>\n <div class=\"wp-component-card__content edwp-row-load\">\n <p class=\"wp-component-card__eyebrow\">\n Articles <\/p>\n <a href='https:\/\/www.elixirr.com\/en-gb\/putting-the-hybrid-working-model-to-the-test\/' class='wp-component-card__title'>\n <h2>\n Putting the hybrid working model to the test\n <\/h2>\n <\/a> <div class=\"wp-component-card__description\">\n In October 2020, Dropbox unveiled its virtual-first policy, which prioritises remote work over the office. 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