Using Data to Design Your Hybrid Work Policies | Harvard Business Review

Workforce Trends

Organizations continue to struggle with decisions regarding hybrid work and return to office (RTO). Stanford Economist Nick Bloom, who has studied remote work for over two decades, recently presented data (see slide 12) showing that some firms revised their RTO guidance multiple times since 2020, some changing it up to five times. As leaders navigate the RTO landscape, this new HBR article offers insights. It examines Ernst & Young LLP’s (EY U.S.) data-driven approach to hybrid work, comparing the performance and well-being of its hybrid employees to fully in-person and remote workers. The findings indicate that employees spending 40% to 60% of their time in person report higher levels of well-being, belonging, engagement, and skills development compared to their fully remote or in-person counterparts. Based on responses from over 27,000 employees, in-person aspects of hybrid work foster a stronger sense of psychological safety to voice concerns and offer more on-the-job learning and real-time feedback, promoting equitable opportunities. Regarding the benefits of the remote aspects of hybrid work, employees feel more recognized and appreciated than those who are fully in-person, potentially due to perceiving a culture of care and respect facilitated by hybrid work. Other ideas are discussed. As a bonus, I am resharing my post on Cisco’s hybrid work study, based on three years of data from over 13,000 Cisco employees.