We’ve seen how fully remote work can lead to a loss of connection and development opportunities, particularly those that require observational learning, or learning by watching someone else do it. However, people still want to work from home at least some of the time because of the greater work-life balance and personal productivity that they experience. But what is the right amount of time to be in person? How can corporate policymakers and team leaders get the best of both worlds? The authors discuss how Ernst & Young LLP (EY U.S.) has taken a data-driven approach to questions around hybrid work. Their data comparing the performance and well-being of hybrid employees with their fully in-person and remote counterparts has yielded (often surprising) insights from which other organizations may benefit.
Despite years of effort and copious amounts of thought leadership (some of it of questionable value), leaders across industries are still struggling to figure out how to create policies that balance their desire to see employees back in the office with employees’ undiminished desire for flexibility. Managers are also struggling to make these arrangements and policies work and keep their teams engaged in an era of unprecedented uncertainty and burnout.
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