What are the issues relating to the new and diverse working patterns brought about by Covid-19? How can we use new research to help guide us in creating successful workplaces of the future? Read this research-led interactive guide to effective hybrid working...

Covid-19 brought great changes to the environments in which leaders have to lead. Digital working and working from home became the norm, rather than the exception. What are the issues in leading within such new and uncertain circumstances? How can Laidlaw Scholars harness the qualities they bring by being true to our values of Ambitious, Brave, Curious, Determined, Extraordinary and Fast, to guide them through this new working landscape?

Research by the Leeds University Business School entitled  Where is your office today?, explores the opportunity of new and diverse working patterns brought about by this shift in working norms. This report incudes research results and advice on creating Hybrid Workplaces, and how anticipating and working with employee behaviours can help, as they progress along this journey.

Here are some key take-aways from the research, for those who like to get to the nitty gritty!:

Hybrid working is overwhelmingly the new norm for office workers.

Hybrid Working means different things in practice.

5 Types of Hyrbid working were identified:
1. Free hybrids
2. Timeless hybrids
3. Nomadic hybrids
4. Fixed hybrids
5. Balanced hybrids.

Each form of hybrid working has implications for the type and amount of office space required.

Leaders need to be clear about what hybrid working means for their organisation, identify the level of control provided and identify where this differs across groups of workers. This is required before they can
benchmark against competitors, implement a formal hybrid working policy or understand their office requirements.

The research reveals the following tensions inherent in hybrid working:
- Risk of an "Us and them" culture emerging - those able to work flexibly or more flexibly, and those whose roles or managers prevent this. This can be addressed through localised policies, job redesign and provision of other types of flexibility within roles.

- Tensions caused by the differing perspectives of "Me" and "We" - with employees keen to retain the high
levels of control and individualised ways of working gained during the pandemic, prioritising individual work-life balance or personal productivity over accepting greater co-location/office working or coordinated schedules

Managers also need to cleary articulate the prupose/benefit of office working and to press that "Me does not always beat We".

Have a read of the full report - I look forward to hearing stories of how Scholars have helped mold this new and exciting environment!

Please sign in

If you are a registered user on Laidlaw Scholars Network, please sign in