People Management: How Hybrid Models and the Four-Day Week are Reshaping Business Success

Originally posted on People Management, written by Chief Growth Officer Roger Clements.

The world of work has undergone seismic shifts in recent years as emphasised in a recent Times report. Remote work, hybrid models and now the rise of the four-day working week, as recently adopted by 200 UK companies, are reshaping how businesses operate and how employees engage with their roles. Yet, as more organisations seek to redefine work-life balance, there remains a pressing question: are these changes truly beneficial for both employees and employers? And, perhaps more critically, what impact do they have on productivity and economic growth?

The push back to the office: a necessary correction or regression?

Recent data suggests that office occupancy is steadily rising again. In Britain, office attendance has hit a post-pandemic high, with many companies now mandating a return to in-office work. Giants such as Amazon and JPMorgan have made headlines for enforcing stricter office attendance policies, with Amazon’s CEO, Andy Jassy, arguing that in-person collaboration is essential for innovation and productivity. Yet, the debate is far from settled. While some studies suggest that remote work boosts productivity – such as Stanford University’s research on Chinese call centre employees – others, such as a study on Indian tech workers, found productivity declines because of increased coordination time.

Has the post-pandemic global mega trend of hybrid working increased employee engagement but killed workforce productivity, or has it heralded an exponential increase in organisational skills and capability brought about by a new world of borderless access to skills and talent? Ultimately, the effectiveness of remote work depends on the industry, the job role and the organisation’s ability to manage and support employees effectively. Good management and clear performance expectations are more crucial than physical presence alone

Read the full article on People Management, written by Chief Growth Officer Roger Clements.

What does this mean for businesses?

• A one size fits all approach is unlikely to work. Hybrid models, tailored to industry needs, are likely the best compromise.
• Companies must invest in better technology and management strategies to ensure productivity does not decline, regardless of where employees work.
• Workforce engagement is key. Employees value flexibility, but they also crave meaningful connections, mentorship and collaboration – elements that can be harder to achieve remotely.

The future of work is not about returning to pre-pandemic norms, nor is it about blindly embracing every new trend. It’s about finding a balance that works for both businesses and employees – one that maintains productivity, fosters wellbeing and supports long-term economic growth. As workplace leaders, our role is to navigate these complexities with a pragmatic and strategic approach. The companies that succeed in this evolving landscape will be those that listen, adapt and implement policies that align with both their business goals and the changing expectations of the workforce.

Originally posted on People Management, written by Chief Growth Officer Roger Clements.