It’s clear that hybrid working is here to stay: The work arrangement has gained ground since 2022. Canadian workers also report being happier, more productive, and better able to manage a healthy work/life balance when working remotely at least part of the time.

Younger workers also appreciate a hybrid environment. In fact, 70% aged 20 and 24 prefer hybrid work. Indeed data reveals a similar trend for most workers. 

Hybrid opportunities have soared across remote-friendly sectors like finance and legal services. Recent Canadian job postings mentioning hybrid work were, on average, active on Indeed 5% fewer days than comparable job ads that didn’t mention remote work at all. 

When opting for attraction strategies, a hybrid model may be your key to attaining top talent but consider the following risks and opportunities when developing your work strategy. 

Three approaches to hybrid working

In a hybrid environment, employees split their time between a physical workplace and remote working, but how that looks can vary greatly from each organization. Broadly, hybrid working models fit into one of three categories:

  1. Office first with some remote. Work centers around the office, but employees work remotely part of the time. Employees may have some flexibility regarding the number of days — or particular days of the week — spent in the office.
  2. Remote first with an office. The employer maintains an office, often with a reduced footprint, but expects that employees will only work in the office as needed. While the office is no longer the primary workplace, it may still host in-person meetings and events, and teams may choose periods of greater in-office time to support collaboration.
  3. Remote first with limited/no office. The employer has a significantly reduced office location or no longer maintains dedicated office space and expects all employees to primarily work remotely. The employer rents space as needed for company meetings or events, and travel support may be necessary to enable employees to attend events.

According to a recent survey by the Canadian HR Reporter, employers exercise flexibility on the days required in the office. In fact, 38.55% of employers have their own hybrid programs where employees may find themselves working one week out of three. 

Assessing your hybrid work environment

While the pandemic necessitated a shift towards remote work, employers are now more thoughtfully considering how to make the hybrid work environment effective for business and employee needs. When assessing the effectiveness of your hybrid strategy, some questions you may wish to ask include:

  • Is your office ready to meet the demands of hybrid work? A Cisco Canada survey found that employees are willing to trek back to the office but say that their offices aren’t designed for quality collaboration. If the budget allows, consider spaces within your workplace that allow employees to maximize their face time with other coworkers when they are in the office.
  • Are we making the technology investments needed to support our chosen strategy? There’s far more to hybrid working than a Zoom account. Technology platforms can be especially critical for a hybrid work environment to support effective employee communication, manage sensitive documents, support remote onboarding and learning, and schedule in-office resources such as meeting rooms or hoteling desks.
  • Are we listening to our employees’ needs and concerns? Consider what employees require to do their jobs effectively, as well as what they need to feel engaged, happy, and productive in their roles. It’s important to use regular surveys or create other feedback forums to understand employees’ thoughts and needs regarding your hybrid working strategy and monitor if and how those thoughts and needs change.
  • Have we considered the financial and tax implications of hybrid working? A hybrid workplace is often cheaper, with businesses saving on office space and utilities while employees save on commuting costs. However, before moving forward, it’s important to consider the tax implications of having employees working from another province or country. Your financial and legal teams may also have other concerns for you to consider specific to your organization or industry.
  • Are we getting the balance right? Don’t force either remote or in-office schedules if they don’t make sense for your workforce. For example, situations in which employees are asked to come to the office only to spend all day in virtual meetings create frustration. Rather than aiming to hit arbitrary goals as to the number of working days in the office, assess when it makes the most sense — and delivers the most value — to have an in-person versus remote presence.
  • Are we being fair? According to Cisco Canada’s hybrid work survey, 46% of respondents expected in-person workers would have “more opportunities for workplace engagement and career growth” than their remote coworkers — this concern was even higher (56%) in employees aged 18-34. Employers should look to ensure that all workers are treated equitably and are provided with opportunities for career development and advancement regardless of their primary working location.
  • How are we promoting culture and inclusion? Hybrid working can pose challenges to diversity and inclusion efforts, team building, and developing a strong company culture. Confirm that you have the necessary processes, structures, and tools to support, recognize, and celebrate all workers regardless of their work location.
  • Are we staying flexible and open to change? Understand that what works for your current workforce may not work as effectively in the coming months or years. Listen to feedback, and re-assess to ensure that your hybrid working environment continues to meet both employee and business needs.

The way we work has changed drastically over the past few years — and signs point to further changes ahead. Organizations that create a “fit for purpose” hybrid working strategy today may reap the benefits in years to come.