How to get the hybrid work balance right. Hint: Stop giving employees ultimatums

Leaders globally are struggling to entice their employees to return to the office, with Starbucks’ CEO being the latest to express his frustrations with ongoing remote work. Finding the balance between in-person and remote work has proven challenging even for the biggest companies in the world as Apple, Goldman Sachs, Tesla and others have received significant backlash in response to their Return to Office plans. What are company leaders to do?

The way I see it, company-wide mandated office time will only present challenges for organizations attempting to retain and attract top talent because it attempts to take a one-size-fits-all approach to employee productivity. Over the last two years, many employees have proven they can be productive working from anywhere, and they don’t want to return to the one-sided model that eliminates the flexibility that allows them to be most productive. While some jobs must be done in person, the fact is that many office-based roles can be done just as effectively remotely or hybrid, so it really comes down to where and how a specific employee is most productive.

The overwhelming sentiment we’ve heard from workplace leaders is that their people don’t want to go through the effort to come into the office — including the costs associated with commuting and childcare — if they don’t see that it adds to their ability to get their work done. But it’s not the office that employees don’t like. Time with colleagues in an in-person setting actually ranks very high on most employee surveys – it’s work mandates that take a uniform approach on where and how individual work is performed best.

That’s why hybrid work is such an enticing option for firms. In fact, our latest research on Gen Z in the workplace found that 66% of Gen Z working from the office full time wished they were hybrid (46%) or fully remote (20%).

Ensuring a successful transition to hybrid work means giving employees the flexibility they crave while employers gain visibility into how their workers perform best. Which brings us to the million-dollar question facing executives today, “how in the world do we get this hybrid work balance right?”

A successful transition to hybrid work is built on employer-employee trust. Here are three ways to cultivate a strong hybrid program without issuing ultimatums.

#1: Clear and consistent communication. This might be one thing Elon Musk got right with his recent memo to employees. When communicating plans to employees, leaders must be clear about their expectations and vision of work. The next year will be filled with a lot of trial and error for organizations. Establishing an employee feedback loop to gain a deeper understanding of the hybrid experience will help build trust and remove uncertainty around RTO.

#2: Empower mid-level management. One of the biggest challenges organizations struggle with is cultivating relationships without the social touchpoints of the traditional workplace. The role of mid-level managers will be integral to fostering connections with, and between, colleagues in the post-pandemic workplace since they work directly with employees. Managers need to be more intentional about planning events that enable team building and trust, both in-person and virtually. These managers will also be the ones responsible for monitoring performance and determining the right mix between office time and remote work for different roles and employees.

#3: Revamp your physical workspace. To lay the groundwork for a successful transition to hybrid work, organizations need to make the in-office experience attractive to employees. The goal shouldn’t be returning to the traditional Monday-Friday office schedule. Instead, businesses should focus on creating vibrant experiences that empower workers. Time spent in the office should be reserved for relationship-building and collaborative work that creates the connections that power successful workplaces. For some, this may mean removing phone booths, upgrading conference room technology, or simply adjusting the office layout to better accommodate in-person collaboration.

Contrary to popular belief, meeting hybrid employee needs doesn’t have to be complex, costly, or confusing. Instead of issuing prescriptive mandates, leaders have an opportunity to maintain flexibility and build trust with employees while establishing their new vision for the workplace that is built on performance.

Micah Remley is CEO of Robin.