Hybrid work – great opportunity but tricky balancing act
Expert tips
Published
Working from home has made things easier for many. However, according to Falck's latest survey, we see that remote work is not entirely positive—at least not if it occurs too extensively. Lena-Karin Allinger and Åsa Miemois, who work at Falck, emphasize the importance of dialogue and balance to manage the risks and promote the positive aspects of the flexible working approach.
Since the pandemic, many companies and organizations have transitioned to a hybrid working model, where employees can choose whether to work from home or the office. For many, this has provided relief in their daily lives, while for others, it has become a source of stress.
In Falck's latest survey on stress in work life, we found that those who work from home at least half the time reported stress at risk levels more frequently compared to those who never work from home.
"Organizations need to engage in an active dialogue about their approach to hybrid work. How does it function organizationally, what are the advantages and disadvantages, and what role does social interaction play in our organization?" says Lena-Karin Allinger, organizational consultant at Falck.
Why do you feel so good working from home, and why don't you feel good at the office?
Moderation is key, even for remote work
Åsa Miemois, health developer at Falck, believes that the flexible working model is positive for many, but emphasizes the importance of recognizing the risks that can arise when remote work takes up too much of the workweek.
"Having the opportunity to work from home once or twice a week is very positive for many. But the reason people find it so beneficial might be precisely because of the variation and the fact that they spend the other days at the office," says Åsa Miemois.
Åsa highlights the group that stands out in the statistics as an example of when excessive remote work is not optimal. Among those under 30 who work from home more than half the time, 46.2% reported stress at risk levels. The high stress levels can be attributed to several factors. Åsa believes it may partly be because younger individuals have not yet found their place in work life, have not established the habits needed for well-being, and find it harder to integrate into work and get to know colleagues remotely.
"You can become very isolated, left alone with your own thoughts and demands if you spend a lot of time working from home. Being new to work life and feeling like you have to succeed entirely on your own can, of course, create a lot of stress."
Challenges for both managers and employees
Many managers also find it more difficult to lead remotely. It becomes harder to detect early signs of ill health, increasing the risk that an employee may not receive the right support in time.
"It’s very important for managers to talk to their employees—why do you feel so good working from home, and why don’t you feel good at the office? This provides more information about why the employee chooses to work from home so much and offers a starting point to work from," says Åsa, adding:
"At the same time, it’s important not to focus solely on the risks of remote work. We can reduce stress and ill health by highlighting protective factors—what works well with the hybrid working model and what positively impacts us. There are also many good examples from individuals who feel they can better balance their lives and generally feel better thanks to the flexible work life."
Managers must dare to challenge and set demands on their employees, but these demands must be preceded by a reasonable dialogue.
Set clear expectations for office days
Offering the option to work from home is valuable, but many managers struggle with what requirements they can impose regarding office days. Lena-Karin Allinger emphasizes the importance of clearly explaining the significance of being present at the "workplace"—how it benefits the development of the organization, builds relationships, and strengthens cohesion within the team.
"As a leader, you need to be clear about why it’s important to meet in person, meaning the purpose of gathering. It should be explicitly stated which meetings should be held physically and which can be conducted digitally."
Establishing frameworks and approaches that work for the organization and the team is essential for hybrid work to succeed. Additionally, as a manager, you should be particularly attentive if you have employees working from home 50% or more of the time, as this increases the risk of unhealthy stress.
"Managers must dare to challenge and set demands on their employees, but these demands must be preceded by a reasonable dialogue. It must be clear that they are rooted in the organization’s purpose," says Lena-Karin Allinger.
Creating a sustainable hybrid workplace
1. Establish clear structures Set up a clear structure and sustainable routines for when you meet at the office, which meetings should be held in person, and when it’s acceptable to participate digitally. Build routines based on active dialogues with employees, grounded in the organization’s purpose and goals.
2. Communicate with the team Discuss why it’s important to meet in person and what social interaction means for the team. Talk about when the team benefits from meeting in person and when working remotely is advantageous. What can the team do to make it work as well as possible for most people?
3. Communicate with the individual Ask employees about both the social and physical work environment, as well as their home situation. If you have an employee who prefers working mostly from home, it’s good to be extra attentive. Why does the employee feel so good working from home, and why don’t they feel good at the office?
4. Set up routines for new employees Welcoming new employees to a hybrid workplace requires extra planning. Ensure frequent follow-ups with the new employee. Involve the team in the responsibility of integrating the new hire into the community, relevant meetings, and activities.
5. Create forums for managers Managers need to meet each other and discuss leadership issues broadly. Create forums and structures where managers can exchange experiences and discuss challenges.
6. Review the organization’s policy The hybrid working model may be a matter of company policy rather than something decided solely at the team level. Having a clear policy can also make it easier for individual managers to rely on it when developing structures for hybrid work.
