Making Hybrid Working Work—for Everyone

The pandemic gave us more than just permission to work from home—it gave us proof. Proof that productivity doesn’t hinge on presenteeism, and that flexibility isn’t a luxury, but a strategic advantage.

For many of us, hybrid working has become the sweet spot: the freedom to work from home when we need focus or flexibility, and the opportunity to collaborate in person when connection counts.

Personally, I thrive on both. I value the quiet efficiency of home working and the creative buzz of face-to-face collaboration. But making hybrid work for everyone requires more than just a rota—it demands culture, clarity, and conscious design.

One of the biggest pitfalls of fully remote working is the erosion of boundaries. When your kitchen table becomes your desk, and your inbox never sleeps, burnout creeps in. Isolation can follow, especially for those who miss the energy of shared spaces. To overcome this, we need to re-establish the divide between home and work—physically, emotionally, and digitally. That might mean setting core hours, encouraging screen breaks, or simply agreeing that not every message needs an instant reply.

But hybrid working isn’t just about logistics—it’s about trust. To build a culture that embraces it, we need to listen to our employee voice.

What do people need to thrive?

What does collaboration look like in your organisation?

I'm going to be controversial. Don’t be afraid to agree how you want the work to be done and where. If you are a business owner then it is your choice and privilege to create the culture you want. If you want everyone to work in the office then so be it, if you want to save on the costs of a physical office then embrace a fully remote culture and if you are open to it create a hybrid working environment.

Whatever your decision you then need rules. Rules aren’t rigid—they’re reassuring. They create shared expectations and reduce friction. Humans like rules and boundaries.

Clarity

Connection

Flexibility

Start with clarity: define roles, responsibilities, and rhythms. Who is doing what and when, set clear goals and objectives and ways of reviewing performance based on output and not presentism.

Then build connection: regular check-ins, purposeful meetings, and space for informal chat. Agree when time is spent together, possibly regularly but connection is the important outcome, not ticking a box.

Finally, embed flexibility: trust your team to choose where they work best, and give them the tools to do it well. Connectivity through IT solutions and security is important as is the physical space to work remotely effectively.

Creating a high performing culture focuses on outputs and purpose. Employees who are working in an environment that optimises performance will deliver for you.

Hybrid working is here to stay. Done well, it can boost wellbeing, productivity, and retention. But it won’t happen by accident. It needs intention, iteration, and inclusion. So let’s stop treating it like a temporary fix—and start designing it as a permanent feature.

Need some help to do that?

hello@ena-hr.co.uk