The covid pandemic and accompanying lockdowns around the world were a time that most of us will not want to relive. Yet it was a time, through necessity, when many of us evolved the traditional work model to operate productively outside of the workplace, or on a hybrid basis.

Interestingly, the digital tools that facilitate working from home have been available for over a decade with most of us having access to home computers, smart phones, and online video apps. Yet it wasn’t until we were forced to think outside-the-box that we embraced this technology and discovered that working from home didn’t necessarily inhibit our ability to work productively.

Post lockdowns we are finding that many employees (and some employers) want to continue a more flexible work model.  Some have found it too good to give up!

What are our thoughts (as recruiters) and advice for clients and candidates on the hybrid work model?

1. Be candid about your preferences, especially if they’re non-negotiable.

It’s important for both employers and candidates to be open and transparent about the role, it’s fundamental requirements, where it’s best based, and any required flexibility. If working from either the office or home are dealbreakers, it is best to be open about it and address it early in the process. For clients, the ideal time is when briefing the recruiter; for candidates, when applying.

The issue has then been identified early, saving everybody time if preferences can’t be accommodated. It's frustrating for everyone involved if the issue is raised late in the process, and there are examples where candidates have signed contracts and started without raising the fact working from home is non-negotiable. This may prove very inconvenient and costly for both parties and it may completely derail the hiring process.

2. Consider the value of onsite working.

While most have adapted well, to some degree to working from home and, even managing teams remotely, it’s important to appreciate that there are drawbacks when it comes to managing people and collaboration – just plain visibility. Some aspects cannot be replicated via email, phone calls or via a video link.

Some managers have found it a real challenge to manage staff and assess their productivity. It can be tricky to provide clear direction, coaching and feedback and to help people who may be struggling with certain aspects of their work. Employers and employees can also find it a challenge to identify stress and other changes in behaviour. Experienced people understand that people communicate in different ways e.g., through body language or visible stress. There are implications here in terms of managing team members’ mental wellbeing as well.

It’s important to consider the face-to-face micro moments that make up a day when working on site. It’s easy to underestimate these moments and, rather, consider chats with your team as disruptions; every face-to-face conversation and interaction builds a better understanding between people and promotes proactive rather than reactive relationships.

‘Water cooler’ moments have shown to be critical in sharing information, challenges, enabling smoother execution of business activities, and providing an informal channel to generally sharing thoughts and ideas.

By way of example, pre-pandemic IBM was known to champion working from the office after being an early adopter of telecommuting.

Management understood that the ideas and breakthroughs generated through collaboration happen best in person. Working remotely effectively kills off collective creativity because there is no passive information sharing. (Why IBM Brought Remote Workers Back To The Office -- And Why Your Company Might Be Next, Forbes 2017)

Culture is another critical element of any successful business, and one that really needs to be experienced and shared. It’s something that is incredibly hard to develop when people are working in isolation. Working closely with colleagues provides a strong connection or sense of belonging for people. This was highlighted by the breakdown in relationships during the covid lockdowns, which led to a range of health issues.

In summary, face to face contact allows executives, managers and staff to temperature check their relationships and properly assess how they’re working as a team. We should also acknowledge the importance of being onsite for younger people who may be in new roles and industries. What we learn from those more experienced than ourselves is immeasurable. They help us in developing the right work habits, getting up to speed quickly, and fast tracking our career development, and it’s most effective when we’re regularly in the presence of good mentors.

3. Working from home and its associated flexibility can be important.

We’ve discussed the benefits and importance of working in an office, but ‘one size doesn’t always fit all’. There’s no doubt working from home has benefits for many employees that, in turn, can be a positive for businesses.

Reduction in commuting time is an instant game-changer in terms of personal wellbeing and recouped time. Whilst the hours it brings back to people’s days and weeks can be difficult to quantify, these hours are often the difference between a parent being able to take their children to or from school, spend time helping with homework, doing some housework, or cooking dinner.

Aside from time, the associated reduction in stress can also be significant – not everyone is cut out for the hustle and bustle of peak hour traffic and overcrowded public transport. The reduction of stress on the body and mind can make real differences to productivity and output over time. Saving money on petrol, car maintenance and public transport is also a welcome benefit, especially in times of high inflation.

4. Productivity – the great debate!

The jury is still out on this question. It’s easy to assume working from an office with the extra, in-person accountabilities equals more productivity and output, but this may not always be the case. Whilst working from home can provide opportunities for distraction, lack of drive, focus and even boredom, others thrive. On the other hand, in the office it’s easy for staff to look productive when they are focusing on low-priority work or matters social.

With clear KPIs and expectations, working from home can result is good productivity if managed sensibly, and puts managers in a position where they must set and measure clearer output and goals. Handled well, it can build enhanced appreciation, trust, and commitment in the staff / manager relationship.

Only time will provide a true measure of the costs-benefits of the hybrid working model and productivity – it’s too early to assess right now.

5. Remuneration, benefits, and hybrid market impacts.

Work flexibility often forms a component of the benefits an organisation offers its workforce. Executives and successful business owners know the costs associated with staff turnover and they recognise and appreciate the value of great employees. The power of trusting your staff to do the right thing shouldn’t be underestimated.

6. Is the hybrid work model really a potential deal breaker?

In the current recruitment climate in Australia, there’s no doubt the power somewhat lies with the candidate, and many employees are voting with their feet. With more jobs than job seekers, potential employees can pick and choose, and even tailor their ideal job – including where they work and how often. It’s therefore important to consider whether a hybrid work model is a deal breaker either way. Although you may not have considered a remote or office component for the role, it may be worth being flexible in your effort to land the best candidate or job.

A final tip for candidates.

We’ve been in the recruitment industry long enough to know that things change, and quickly. The worm will turn, and at some point, it will be employers with the balance of power. Therefore, it’s important to consider your current desire for flexibility in work location versus securing and maintaining the ‘right’ long term engagement with a great organisation.

Ultimately, it’s about finding the right balance for all.