Why hybrid is here to stay (and how we make it work)
We may have moved on from hastily arranged home offices of lockdown, but the way we work has undergone a seismic change since the pandemic. According to the Office for National Statistics, hybrid working is 'here to stay'.
However, there are signs that the pendulum is swinging back towards in-person working. Research from Grant Thornton released in December 2024 found that 86 percent of South West businesses are mandating time in the office for employees. The number of days varies, but a return to set working hours and locations seems to be a recurring theme – quite the contrast to how many business have been working post-covid.
The shift has hit the news time and time again, as large firms publicly back-track on their remote working policies. Top execs at Amazon, Boots and JD Sports have recently set social media ablaze with their takes on home versus in-person working. Within our sector, global communications agency WPP is the latest business to mandate that employers return to the office for a minimum of four days a week.
The reason? Collaboration, productivity, data protection, to name just a few. For some senior leaders, it’s just how business ‘should’ be done. Having (literal) oversight of your team’s workload can help managers feel that they’re in control.
Collaboration and communication
There are definite benefits to working alongside your colleagues on a regular basis. But presence does not equal productivity, and bosses may inadvertently hamper teams’ outputs by restricting their ways of working. Open-mindedness about workplace practices can be a lifeline, especially for employees with disabilities or health conditions, neurodivergent traits, and caring responsibilities.
Personally, I’ve found that with a hybrid model, I’m able to flex my work to suit me and the company. I know when my most productive periods are and plan my deep-thinking work then (and they’re not necessarily always within the usual nine-to-five). I know when I’m naturally less productive too, so can tackle admin tasks, perhaps shift some housework, or even get away from the desk to clear my mind. Don’t get me started on the benefits flexibility brings as a full-time working Mum and the demands (sick days, activities, general chaos…) that come with having a toddler.
We’re firmly in the hybrid model camp. But is dictating when and where people should be working the way forwards? Does it help or hinder productivity? What’s the impact on wellbeing and work-life balance?
We’re not perfect – we continuously adapt and improve – but as a company that was hybrid working before it was a thing, here are our tips for making it work.
#1 Communicate, openly and honestly
When you’re not side by side in the office, it’s hard to gauge how busy colleagues are, how they’re feeling, or what support they might need. Making time to come together as a team – we have a Monday morning Teams call every week and weekly in-person days – is vital to balance diaries, check-in on wellbeing and manage workflows.
It’s important to remember that it’s not just about creating the time. It’s about nurturing a culture that allows everyone to speak openly and honestly within that space too. Listen (really listen), share honestly and be collaborative.
#2 Balance structure and flexibility
This might sound like a contradiction in terms, but the two are necessary with a remote, hybrid team. Scheduled office days give everyone something to work towards and provide structure for setting up required, in-person meetings.
That said, managers need to be open to flex if workloads, personal circumstances, or client needs dictate otherwise. It requires thoughtful planning and reinforces the need to communicate openly.
#3 Make in-person days worthwhile
When you are together as a team, make it worthwhile. When I travel from Exeter to Bristol, I don’t want to be sat head down at my desk all day – I can do that at home.
We’re purposeful with our team days by working collaboratively on the business, chewing over tasks as a group, or having meetings with clients and peers. We have team lunches and catch-ups over coffee, allowing for those all-important ‘water-cooler’ moments and team bonding.
#4 It’s not one size fits all
Many remote v return-to-office debates run on the assumption that everyone would rather work from home – but that’s not the case. For whatever reason, some employees prefer to complete their nine-to-five in a physical workspace. And that’s fine. Giving people different options allows for a set up that suits each individual.
It’s important to remember that these choices can change. Just because we work in one way now, doesn’t mean we’ll stick with it forever.
#5 Quality places matter
Places matter to us, and where we work needs to reflect that value. Bristol’s a great city to work from, and our main hub is in the heart of the city near Temple Meads and bus services.
The office at Runway East provides high quality, flexible workspace and connections to other great businesses. It’s a genuinely nice experience to work from there.
And we know from our work on other high quality locations that this is a factor that’s bringing people back to the office.
Hybrid working for happier, healthier teams
There is no one-size-fits-all solution to finding balance in our always-on, 21st century lives, but hybrid working can help. The fact that it supports inclusivity, improves staff retention rates and widens the talent pool you can hire from is also win-win for businesses.
Treating your employees like grown-ups = a more engaged, more productive and happier workforce.
Our advice to leaders keen to embrace a more flexible model? Open channels of communication, clear expectations and a culture of mutual respect will create the conditions that allow hybrid working to succeed – and enable teams to thrive.
Written by Arianne Smart and Katie Witcombe.
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