When Covid-19 moved school, work, and the rest of our lives online, some speculated that the change would be only temporary. Three years later, hybrid work remains the norm and companies are still figuring out how to manage it. 

Glen Mills of ABC4 News moderated a panel discussion on this topic during From Day One’s conference in Salt Lake City, Utah, where five leaders who are navigating the hybrid workplace shared best practices and advice on creating engagement in a hybrid workplace.

What Does a Hybrid Workplace Look Like?

Before you can manage something, you need to be able to define it. “When you say ‘hybrid,’ it can mean something different to every person,” said Logan Mallory, vice president of software company Motivosity. He goes into the office four times a week, and often sees other team members there.

On the other hand, Grace Zuncic, chief people and impact officer at Cotopaxi, works remotely from New York and doesn’t often see her coworkers face-to-face. “Our CEO made a decision to have a remote-first workforce,” she said. “[We spent] our time and energy thinking about how to make that experience great.”

Determining what approach is best for a company should be a shared responsibility. 

“For all of the HR practitioners and professionals, if you feel like you have to solve these problems on your own, say something about it,” said Robin Strup, vice president of DEI at global AI company Dataminr. “Great organizations have executive teams that all feel responsible for the employee experience.”

Can You Balance Productivity and Flexibility?

“I remember being sick to my stomach because I had to ask for an hour off to get my teeth cleaned,” Mallory said. “I’ve gained a little bit of confidence that I didn’t have, and I wouldn’t work somewhere like that [now].”

It’s about more than doctor’s appointments though—remote and in-office workers alike are starting to expect more of a work-life balance than in the pre-pandemic years. If you can lean into that, the panelists agree you’ve tapped into HR magic.

“Don’t say that you have a headache because you’re going to your kids’ soccer game,” said Gia Dowling, vice president of people and culture at Nicholas and Company, a food distribution and transportation company. “Don’t say you have a doctor’s appointment because you want to go to your daughter’s dance recital. Let’s be honest. Let’s talk!”

If leadership sets the example of transparency, more honest conversations flow. And when you trust you colleagues, the work always gets done — and you’ll make your appointments, too.

“We’re very, very specific when hiring,” Dowling said. “I spell it out: these are the expectations, because not everyone is coming into the office and seeing [how it works]. The more explicit you can be in your instructions, the better.”

Stages of a Career

Still, Zuncic cautions that an employee’s needs (and expectations) may vary drastically based on how far along an employee is in their career. “We have to be mindful about the remote experience for new people coming in,” she said. “You must design programs around this [being someone’s first job], and ensure that there are opportunities for them to connect with folks at the company.”

Brooke Shreeve, chief people officer at software firm Weave built upon Zuncic’s comment by getting into specifics. “Gen Z is the most volatile right now because of that learning opportunity,” she said. “If we don’t get it right the first time, they’re going to be lost. Other generations want to work from home, but this younger generation is missing an opportunity to learn from them. There is going to be a big gap between the two if we’re not careful.”

The solution is being intentional, she says.

“There have been many days that I’ve walked into the office and there’s nobody there,” she said. “What a waste of time! If you’re coming in, make sure there’s a group of individuals there too, and you have a purpose. And even when you have people coming in, in a lot of cases you will also still have people at home, and you can’t forget them. You have to continue [to foster] that sense of belonging.”

Can We Dispel the “Us vs. Them” Mentality?

Coordinating schedules isn’t the only roadblock facing managers trying to balance at-home and in-office employees, though. Often, emotions come into play.

Dowling’s company has employees that can work from home, like sales and finance, and employees that cannot, like truck drivers and warehouse workers. “Is there some jealousy? Yes,” she said. “It is an every single day, 24/7 experience of us trying to bridge that gap.” Through year-end thank you bonuses, career trainings and pay-by-incentive programs, Dowling says they’re leveling the playing field.

The gaps don’t have to be filled exclusively by monetary value. Zuncic says as a remote employee, phone calls and videos sent on company messaging platforms can mean a lot. “When you think about recognition, there isn’t just one good way,” she said. “Show you appreciation with different platforms and technologies.”

A Win-Win Situation

All panelists agreed that hybrid work environments, however they present, can be a strength for a company when applied correctly.

“Before the pandemic, [individuals with disabilities] could ask for reasonable accommodation and be able to work from home, but they were isolated,” Shreeve said. “Now, their counterparts are working from home too, so they feel like they’re part of the group.”

Dowling mentioned hiring more working mothers, and Strup highlighted that LGBTQIA+ and other underrepresented populations benefit from hybrid working options.

The panel concluded on the idea that it’s not just in the individual’s interest to embrace a hybrid workplace.

“[Hybrid work] opens up opportunities for all of us,” Strup said. “It’s no secret that organizations that are diverse and inclusive are better performing and have higher retention rates. We are now able to recruit talent from all over the world. It opens doors by allowing people to live wherever they live—you aren’t restrained by regional boundaries or demographics. That’s a real, tangible benefit of the hybrid model.”

Jacqueline is a writer and Master of Accounting graduate from the University of Utah. Specializing in tax, she's interested in business, government, and the intersection of the two. When she's not in Excel or writing, she loves to run, play Candy Crush, and read novels.