The Paradox of Hybrid Work: Do We Need a New Paradigm?

The pandemic has accelerated a process of change that was already underway; there had long been talk of new managerial paradigms and increasingly agile approaches to work. No one, however, could have imagined such a sudden shift. Probably due in part to this rapid pace, organizations have not really had the opportunity to define—through the most appropriate steps and a thorough consideration of their employees’ aptitudes—the most suitable models for remote work and hybrid models, especially when it comes to implementing these in their specific contexts.  

So, after two years of experimentation, now is precisely the time to rethink our processes, business models, and technologies in light of the New Ways of Working, bringing clarity and creating harmony—including in terms of language and the use of the most appropriate terminology. Without this paradigm shift (which is first and foremost a shift in mindset), it will not be possible to attract new talent, increase retention, and generate employee engagement.  

Are you wondering how to tackle these challenges? Thanks to a short quiz we’ve created, you can find out if you’re ready to embrace new ways of working and what concrete steps you can take right away within your organization.

👉 Quiz: How ready are you for hybrid work?

‍

The Paradox of “Hybrid” Work  

Today we are witnessing what is considered a true paradox of hybrid work, as also highlighted by Microsoft's Work Trend Index.  

What does this mean? On the one hand, people don’t want to return to full-time in-person work (in terms of workspace and workplace), but on the other hand, they’re also concerned about the reduced collaboration and social interaction caused by remote work (thus highlighting the desire for the indispensable value of “relationships”).  

Until now, this paradox has been addressed with an organizational solution—or compromise—involving working in person some days of the week and from home on others. But what if there were another solution? What if the new paradigm were instead a third way that involves, first and foremost, focusing on attitudes and adopting a different mindset to identify the factors or conditions that point the way toward the most suitable solution in terms of locations and spaces?   

In fact, what people are looking for above all is flexibility, as a recent McKinsey study also shows: 52% of people want a more flexible work model in the post-pandemic era.   

But what exactly does flexibility mean in the context we’re experiencing today? Is it simply a matter of reorganizing work schedules—whether working from home or in the office—or, perhaps, do people expect greater attention to be paid to company spaces (both new and local), well-being, work-life balance, and, in general, a greater focus on the individual?  

A third approach tohybrid work could , in fact, encompass all of this, including new coworking spaces, new approaches such as digital nomadism, or productivity tied to achieving goals without specific deadlines.  

We could therefore say that the search for new and harmonious ways of working—striking a balance between the company’s needs and employees’ expectations—is an issue that must be addressed by coordinating multiple dimensions and levels within a new balance between work space and time. Technologies, processes, spaces, and mindsets are thus dimensions that must ultimately be tailored to the individual and their experience, as they are the living center of change.  

Today, therefore, the main challenges include: employee engagement including care and well-being in the workplace) and employee retention (the “Great Resignation”), the phygital dimension of spaces, and mindset as key factors in this paradigm shift.  

Three ways to start rethinking new models and ways of working: 

1. Rethinking In-Person Work in a Different Way  

Managers will need to take a fresh look at ongoing projects to rethink collaboration—whether remote or in-person. For example, splitting a team of nine people into three teams of three would allow team members to make decisions more easily, collaborate more effectively, and coordinate more smoothly. In other words, managers should strive to incorporate true vertical coordination. 

2. Rethinking Online Work: Internal Communication and Information Sharing  

When employees were in the same office, it was easier to keep everyone up to date simply by walking around to their desks. Working remotely makes this more difficult, but in this case, technology becomes a tool for connecting, organizing, and keeping everyone on the same page—without leaving anyone behind.   

3. Put people’s experiences at the center  

Business, processes, technology, and the governance mindset must not only take people into account but also place their experience at the center. This means making decisions based on actively listening to employees, while encouraging meaningful engagement a healthy work-life balance. To achieve this, it is essential, first and foremost, to focus on the behaviors and habits that people practice every day; in this way, the process of change will be rapid, sustainable over time, and effective.  

Are you wondering if your organization is ready to handle all of this? Find out with our Hybrid Work Assessment. By the end, you’ll learn more about your organization’s readiness for hybrid work and gain a clear understanding of the areas to focus on to implement a new approach in your company starting today.