HOW CAN HYBRID MODELS ENDURE?

PROTAGONIST

TRANSCRIPTION

HOST: Susanne, how do different on-site and hybrid models affect productivity and company performance?

SUSANNE: Well, a recent Stanford study found that hybrid work improves employee satisfaction and reduces attrition by 35%, which positively affects overall company performance. Satisfied employees tend to be more productive and remain longer in their jobs. The choice between an on-site model and a hybrid workplace has significant implications for both productivity and overall company performance. In a traditional model, productivity is often measured by hours spent in the office, but this doesn't necessarily equate to outcomes. Hybrid models, on the other hand, tend to focus more on results, giving employees greater autonomy over how and where they complete their tasks. This can lead to increased productivity, as employees are often more engaged when they have the flexibility to work in ways that suit their personal needs and work styles. However, hybrid models also require careful management. Without proper communication channels and accountability systems, some employees might struggle to stay focused, leading to potential dips in productivity. Nevertheless, companies that invest in the right technology and management training often find that hybrid work enhances overall performance.

HOST: Okay, great. How does it impact retention and recruiting?

SUSANNE: Very good question. Let's first keep in mind that not all employees can work remotely. Remote work is only feasible for jobs where it can be done without affecting performance. For those that can, hybrid models are increasingly becoming a competitive advantage in attracting and retaining top talent. In a post-pandemic world, many employees value the flexibility of working from home, which significantly impacts recruitment decisions. In fact, a 22-year study by McKinsey found that 70% of employees consider flexible work options a top priority when evaluating job opportunities. Thus, companies that offer hybrid models are likely to see higher retention rates as a result. From a recruiting perspective, hybrid models allow organizations to tap into a broader talent pool. You are no longer limited to candidates living within commuting distance of the office, which opens the door to hiring the best talent globally without geographical constraints.

HOST: Thanks, Susanne. Nicole, from your experience at SPS, how can organizations use technology to create a sense of presence and connection among remote team members and facilitate trust-building between remote and in-office employees?

There's the technology that you use, and then there's the cultural fit within the organization... You need to have regularly scheduled touch points or coffee chats to recreate some of those spontaneous interactions that would normally happen in an office in a virtual environment. – Nicole Mangarella

NICOLE: Yeah, it's an important question. I think there are two aspects to consider: the technology used and the cultural fit within the organization and teams, as well as how that technology is utilized. For example, digital collaboration tools are crucial, but they need to be more than just communication platforms. It's essential to have regularly scheduled touchpoints, like coffee chats, to recreate some of the beneficial in-office interactions in a virtual environment. When I first joined a global team where no one else was working locally with me, we scheduled weekly coffee chats with different team members just to touch base, say hello, and hear about the types of projects they were working on. This way, we could recreate some of those spontaneous interactions that typically happen in an office.

Another key technology that helps connect remote workers with teams on-site or in other off-site locations is ticketing systems. These systems are straightforward and have been around for years, but they make work more visible, regardless of where it’s being done. This transparency can significantly build trust, especially for managers, as everyone—whether remote or in the office—can see the progress being made and the contributions from their team members. This approach also diversifies where work can be accomplished. Traditionally, most work, such as print production, records management, and even shipping and prototype design, would be done in an office. However, with a ticketing system to track the entire process from start to finish, some of that work can now be done in lower-cost areas where talent is more readily available. This reduces costs for the business while still providing a high level of service and turnaround for employees.

Finally, keeping people engaged from a technology perspective also involves some of the in-person technology that companies have begun to integrate into their offices for team off-sites or in-office brainstorming events. It’s essential to have tools for easy collaboration when you come into the office, and to share that information digitally so that action can be taken on those ideas after the on-site session.

For example, we used to gather our solutions teams, which are scattered across the country and the globe, for regular workshops. Tools like smart boards and digital collaboration platforms help translate the information generated in these on-site workshops into actionable items for off-site implementation.

Strategic Spaces: Optimizing Facilities for the Future of Work

HOST: The pandemic pushed companies to rethink their operations overnight, particularly regarding the adaptation of hybrid workplace models. Since then, we’ve seen many successful transformations across various industries. A great example is the global insurance company Zurich. In its British division, SPS helped digitize millions of documents in just two weeks, enabling 4,500 employees to securely access their work remotely.

This rapid shift not only ensured business continuity but also set the stage for long-term efficiency in the hybrid model. Nicole, how can companies strategically optimize their facilities for hybrid work? What technologies can they use to track utilization effectively?

NICOLE: That’s a really great question. Many companies are beginning to prioritize flexibility in their spaces, whether it’s in new locations they’ve just leased or existing spaces they’re repurposing. It’s crucial for these spaces to accommodate and adapt to different types of needs. Sometimes, you require more collaborative environments where larger groups can gather, share a whiteboard, or use a digital smart board. At other times, private areas for focused work or hybrid team meetings are necessary, especially when virtual calls require privacy and quiet.

One strategy we’ve seen many businesses implement is the creation of collaboration hubs. These areas are specifically designed for team-based work, where employees who come into the office can engage with others in a lively environment. In contrast, there should also be quieter zones in the office for those who need to focus. This zoning allows companies to designate parts of their floors according to the type of work being done and to tailor the technology in those spaces to enhance effectiveness and provide employees with greater control over their environment.

Regarding tracking utilization, there has been a proliferation of space booking platforms that allow people to reserve desks and meeting rooms in advance. This provides managers with valuable data on how spaces are being utilized and who is reserving what. These systems are often integrated with IoT technology, enabling insights like whether a room reserved for 10 people actually had that number present—was it eight or twelve? This data helps facilities teams adjust layouts and plan for different types of spaces more effectively.

HOST: Okay. And Susanne, what are the most common obstacles companies face in people management and training?

Companies need to invest in training programs that teach our managers how to build relationships and trust with their teams, regardless of the location. – Susanne Beer

SUSANNE: We have learned that managing hybrid teams requires a fundamental shift in leadership and training strategies. One challenge is ensuring that all managers can effectively support both remote and in-office employees while preventing unconscious biases from affecting management. Often, managers may unintentionally give more attention to in-office workers simply because they see them more frequently.

To overcome this, companies need to invest in training programs that teach managers how to build relationships and trust with their teams, regardless of location. At SPS, we have seen organizations successfully adopt hybrid work models by emphasizing inclusive leadership, ensuring that remote employees feel just as engaged and supported as those in the office. It’s about creating a culture of fairness and transparency, where every employee has equal access to opportunities and resources.

HOST: What are your thoughts on training? How is training being adapted to hybrid workplaces?

SUSANNE: That’s a very good question. In hybrid workplaces, training needs to evolve to ensure it remains effective, regardless of where employees are located. One key adaptation is the move toward blended learning, which combines self-paced courses with live virtual sessions. This approach allows employees to engage with training materials on their own time while also participating in interactive sessions that provide real-time feedback and support.

Training is being adapted to suit hybrid workplaces by incorporating more virtual formats that align with employees’ schedules. Additionally, companies are placing greater emphasis on training managers to lead hybrid teams. This includes coaching on how to maintain team cohesion, track performance remotely, and manage unconscious bias between remote and in-office placements.

HOST: Thanks, Susanne. Nicole, how should executives evaluate and select collaboration tools that align with their organization's hybrid worker strategy?

NICOLE: We conduct constant evaluations of different technologies at SPS, and I really appreciate Susanne's point about overcoming the unconscious bias that managers might have regarding in-person versus remote work. I think that’s key for any technology decision.You need to start by understanding why you’re looking for a particular tool—not just because it’s popular or widely used. Organizations should sit down and assess why they need the tool and what purpose it serves. Then, communicate that rationale with employees and the groups that will use the new technology. It’s crucial for them to understand the tool's purpose so they can embrace it as something that enhances productivity, visibility, and effectiveness.

For example, during the pandemic, many companies considered implementing a digital mail platform because mail was coming into offices, and employees couldn't access them safely. However, we found that they needed to find more value beyond simply accessing information in a digital format to encourage adoption and show employees the benefits. They needed to couple the digital mail platform with workflow automation tools that either already existed or could integrate with those platforms.

As part of that evaluation process, once you've identified the "why," it’s essential to determine the environment in which the tool will operate and what measures are needed to ensure safety in a hybrid work setting. Many tools that were once used only in secure office environments are now being utilized in coffee shops or on home Wi-Fi networks. Thus, the security aspect is very important, and it’s crucial to involve your security and InfoSec teams in the evaluation process to avoid selecting a tool that could jeopardize your business.

Enhancing Experience: The Role of Technology in Employee Satisfaction

HOST: I guess employee experience is very important and relevant here. In what ways can technology enhance the employee experience in hybrid workplaces? How does this impact business efficiency?

NICOLE: There are several ways technology can enhance the employee experience, both when working from home and when coming into the office. For those working remotely, access to information, services, or resources that might be located in the physical office has changed significantly. Our focus is on what helps employees access the services they need to perform their jobs effectively, whether they’re working remotely, traveling, at a client site, or physically in the office.
Technology tools, such as web portals, mobile apps, and communication platforms, can make these services easier to find and more visible, enabling employees to accomplish more on a daily basis.

Communication tools also play a crucial role. The ability to see the status of requests, such as booking a conference room, needing AV support, or having a print job completed, builds trust and confidence among employees who may be working remotely and can’t just pop down to the print center to check on progress.
This technology helps employees feel more comfortable using those services and ensures they feel supported. The impact on business efficiency is significant, as managers can see what is being completed without needing to hover over employees or rely on timesheets. However, the culture does need time to adjust to these new management approaches. As Susanne pointed out, a lot of training and new ways of working have evolved.

I think it’s about providing employees with the tools that enhance their experience and effectiveness, while also coupling that with training on why they should use those tools and how to incorporate them into their daily work.

HOST: Thanks, Nicole. This last question is for both of you. Given all these considerations, let’s return to our initial question: How can hybrid models endure, and what are the future predictions about them? Looking ahead, say five to ten years, how do you see hybrid models evolving?

NICOLE: Sure, that’s an interesting question. My first job was actually a fully remote position, so in my mind, we’ve always had hybrid working. It’s just become more visible and accessible to a wider segment of the workforce now. There isn’t a one-size-fits-all answer; it varies for every company, team, and culture.

I think we’re likely to see more variations on the “work from anywhere” theme in the coming decade, especially as people can now work internationally and access opportunities that weren’t available in the past due to the rise of hybrid working. From a company perspective, organizations will continue to refine their strategies to create environments that promote success, whether that involves providing more remote work tools or redesigning and re-evaluating physical spaces.

We’ll see much more technology used to inform these decisions. There’s been considerable discussion about predictive analytics, space utilization, and forecasting to help guide investment in collaboration tools and physical spaces.

In the longer term, over the next five to ten years, it’s difficult to predict with certainty. I don’t think anyone five years ago could have foreseen a global pandemic. However, I believe hybrid work will continue to expand in terms of options and the ability to track environmental and social impacts. We may develop better methods to quantify these effects, particularly regarding remote working's environmental footprint and its social benefits, like providing opportunities for individuals who previously faced barriers to joining the workforce.

HOST: That’s a great forecast! What are your thoughts on this, Susanne?

The endurance of hybrid models hinges on flexibility, employee engagement, and continuous adaptation. – Susanne Beer

SUSANNE: Yes, ultimately, what works best for a company will depend on its culture and the tools it uses. I appreciate how Nicole emphasized the importance of understanding and following the "why." Companies that succeed will be those that listen to their employees, invest in the right technologies, and, of course, focus on creating exceptional employee experiences. The endurance of hybrid models hinges on flexibility, employee engagement, and continuous adaptation.
Over the next five to ten years, I believe we will see more companies refining their hybrid models to better suit their workforce. Here, technology will continue to play a crucial role, with advancements in AI and machine learning helping companies track productivity and employee well-being more effectively.
These technologies can also provide insights into space utilization, ensuring that office environments are used optimally. Looking further into the future, companies that invest in both technology and employee experience will be better positioned to maintain successful hybrid models. I'm convinced of this. We might also see an increase in co-working spaces, virtual presence technologies, and tools that foster greater collaboration among distributed teams.