Why hybrid working is the future of employee wellbeing
Remote working was once a perk often reserved for exceptional circumstances. Now, it’s a non-negotiable feature of modern work life.
Yet, as more businesses rethink their policies, the debate rages on: is remote working the answer to improving employee wellbeing, or does it create as many problems as it solves?
For full transparency, I’m personally an advocate for remote (we’ll get on to the use of this word another day) working, but it doesn’t come without drawbacks.
Let’s dive into the realities of remote working, explore the challenges and opportunities it brings, and map out how organisations can find a balance that works for everyone.
The pros and cons of remote working
At first glance, remote work seems like a win-win.
Employees save time and money by avoiding long commutes, gain greater autonomy over their schedules, and often enjoy an improved balance of their personal and professional responsibilities. These factors can significantly enhance wellbeing, giving people the space to better manage their health, relationships, and interests.
It’s easy to see why many, myself included, consider this flexibility a non-negotiable.
But not everything about working from home is rosy. For many, home is a place of distraction or stress, and for some, abuse, not a sanctuary. Blurred boundaries between work and personal life can lead to burnout. And then there’s loneliness, something I’ve personally grappled with, that can take a toll on mental and physical health.
That said, loneliness and burnout aren’t exclusive to remote work. These are just as real in office settings, albeit more visible. In the office, subtle cues like body language, quieter-than-usual behaviour, or withdrawn demeanours can alert managers to potential struggles. However, even this relies on having a strong relationship with your colleagues.
Without trust and open communication, these signs can go unnoticed.
From an organisational perspective, remote work can reduce overheads and even boost efficiency, but it risks eroding spontaneity, collaboration, creativity, and connection. Without these moments, employees may feel disconnected from their teams, the company’s vision, and the sense of belonging that underpins a positive work environment.
I’m not saying that these things can’t happen in a remote setting, but they do take a little bit more effort on everyone’s part.
A balanced approach
So, how do we reconcile these issues?
My two cents: stick with the hybrid working model, a solution that combines the autonomy of remote work with the camaraderie and connection of office life. A hybrid model acknowledges that not all tasks or employees thrive in the same environment.
Research shows that a mix of two to three office days per week can yield optimal results for both employers and employees. This blend powers productivity, enhances engagement, and strengthens team bonds without sacrificing flexibility. It also creates opportunities for face-to-face interactions that support mental health, while allowing employees the breathing space to manage their commitments.
However, the success of hybrid working depends on how it’s implemented. Simply offering flexibility isn’t enough; organisations need to be intentional about their approach.
How to make hybrid work… work
- Understand employee needs
Wellbeing begins with listening. Voluntary participation and understanding employee preferences are key to creating policies that support diverse needs.
- Reimagine the office
Transform the office into a hub for collaboration, creativity, and wellbeing. Include spaces for brainstorming, social interaction, and quiet reflection to cater to both connection and mindfulness.
- Promote wellbeing
Managers must build trust-based relationships with their teams. For remote workers, this means regular check-ins; for office workers, leveraging face-to-face interactions to spot changes early. Investing in mental health resources and encouraging regular breaks supports wellbeing for all.
- Communicate with clarity
Clearly link hybrid work to organisational goals and wellbeing outcomes. Employees need to know why office days matter and how they contribute to personal and team success.
- Lead by example
Senior leaders must set the tone, demonstrating the value of in-office collaboration by being present and engaged onsite. Visibility builds trust and inspires others.
- Focus on trust over control
Empower employees by focusing on results, not micromanagement. Trust drives autonomy and job satisfaction, supporting both performance and wellbeing.
- Measure and adapt
Gather feedback and refine policies to ensure they meet employee and organisational needs. Hybrid work must evolve to stay effective.
Selling the office experience
Selling the office is like selling a product. And like any product, it must meet user needs, offer tangible value, and enhance their experience. In this case, their wellbeing.
Why would employees return to the office if all they do is sit in a cubicle and join video calls they could attend from home? To sell the office experience effectively, organisations need to focus on how the office uniquely supports employee wellbeing while also advancing their careers. The office should be a place that supports both.
Highlight unique opportunities like networking, mentorship, and team-building activities that not only drive collaboration but also create a sense of belonging and reduce feelings of isolation. Demonstrate how the office can provide mental health benefits through connection, camaraderie, and opportunities for informal peer support that are harder to replicate remotely.
Share stories of employees who’ve felt more supported, connected, or re-energised after participating in on-site activities. Testimonials about improved morale, reduced loneliness, or breakthroughs in collaboration can underline how the office contributes to both individual and team wellbeing.
Finally, small but thoughtful perks can make office attendance feel more worthwhile. Catered healthy lunches, group activities, or simply creating inviting, comfortable spaces can all reinforce the office as a hub of wellbeing.
Trust, flexibility, and intentionality
The debate over remote working doesn’t have to be divisive.
By continuing and embracing a hybrid approach, organisations can deliver the best of both worlds: freedom and flexibility, alongside collaboration and community.
Ultimately, the success of any remote or hybrid working policy depends on trust. Trust that employees will do their jobs. Trust that organisations will consider individual needs. Trust that the balance struck will genuinely enhance wellbeing and performance.
Loneliness and burnout are human issues, not location-specific ones. Addressing them effectively requires managers and leaders to build strong, trusting relationships with their teams, whether they’re sitting across a desk or joining a Zoom call.
If you want employees to embrace the office, don’t force them. Sell them an experience they’ll want to choose. And remember: the organisations winning the war for talent today are those offering flexibility tomorrow, with leaders who inspire and lead from the front.
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