A hybrid working policy outlines the framework for employees to split their time between working remotely and from a physical office. As flexible working is now a pervasive feature in today’s workplace, hybrid working has become an increasingly popular model, balancing the benefits of remote work with the collaborative advantages of office presence.
For employers, hybrid working can bring many benefits. It enables the employee to have greater focus on the task at hand with fewer interruptions and distractions, it can save on the costs of office space, and facilities costs such as electricity, it allows for a wider talent pool, creates opportunities for greater diversity and inclusive teams, and has been shown to increase productivity and employee retention.
For employees, hybrid working also offers advantages. It can improve employee work/life balance and, therefore, improves productivity and reduces absences from sickness. It can result in greater levels of job satisfaction, the potential to better optimise their time and the choice to work whenever they want.
While the flexibility offered by hybrid working is providing a more positive and collaborative approach to working arrangements, but it carries risk. If implementing hybrid working, you should look to create a separate hybrid working policy, as well as reviewing and adapting all related procedures and policies. This is most effectively achieved in consultation with employees and if relevant their representatives.
A well-structured policy helps set clear expectations for both employers and employees, ensuring fairness and consistency across the organisation. Key considerations include specifying eligibility criteria, defining roles suitable for hybrid arrangements, and determining how many days employees are expected to work onsite. Employers must also address practical matters such as health and safety obligations, data protection compliance, and ensuring suitable remote working conditions.
There are potential risks, such as decreased team cohesion or challenges in monitoring performance. Employers should also consider the impact on inclusion, ensuring that hybrid arrangements do not disadvantage certain groups. Clear communication and regular reviews of the policy are essential to addressing these challenges.
A tailored hybrid working policy benefits both employers and employees by promoting flexibility, supporting work-life balance, and enhancing productivity. Employers should consult legal and HR professionals when developing the policy to ensure compliance with UK employment laws and best practices.
Why do you need a hybrid working policy?
The purpose of a hybrid working policy is to set out a legally-compliant and consistent framework for your organisation to implement hybrid working. The document should outline how hybrid working should work in practice, set limits aligned to operational matters, while allowing some flexibility and guidance for managers to accommodate specific circumstances at their discretion.
Having a clear hybrid working policy will help you set out what is and what is not possible in your post-pandemic workplace. When properly introduced and supported, it is likely hybrid working will lead to increased long-term benefits for both employers and staff.
Key issues to consider when drafting a hybrid working policy
When developing the policy, consider the following key points to ensure the policy has impact and supports best practice.
Eligibility
You will need to decide whether the policy will apply to all employees or whether it only applies to certain roles. If it applies only to some roles, you should ensure the policy clearly sets out those roles that are not eligible and any reasons for this.
Culture-fit
A hybrid working policy must fit the culture of your business, or the one you want to promote, and aligns with your business’ mission and purpose.
Expectations for hybrid working
You should specify what your business expectations are regarding the division of time between office and other locations. An employer may expect full-time staff to spend at least 3 days in the workplace, for example, or expect them to divide their time 50/50 between the workplace and the other location.
You need to consider if there are any particular circumstances or situations where employees are expected to attend the workplace, such as in-person training, team meetings, or any related duties that must be conducted in the workplace. These could be done on set days, or if that does not suit your business model, determine how much advance notice would need to be given to employees to attend. Consideration must also be given as to when permanent office working may need to be re-introduced, for example, if there are wellbeing or performance concerns with the employee working remotely.
Setting out requirements as to where the remote work location can be and ensuring it adheres to confidentiality and data protection obligations should be covered in your hybrid working policy. Will they work at the employee’s home or are other locations permitted? Should the employee have to inform you or their manager if they are working from a venue that is not their home address? How should employees make sure that any other venue is secure to work from? There are also significant logistical and legal issues when allowing employees to work from abroad for weeks at a time, including immigration, tax, and data protection consequences.
Office working
Any expectations you have when employees are working from the office should be included here. For example, do you require your staff to work set hours or can those hours be flexible? Do you need to introduce a desk booking system? Think about creating core hours, when all employees should be available for work, and hours when they will not be required to work. Defined hours will help your staff to provide boundaries. There has been much said about the blurred lines between work and home, which has been a long-running issue for many.
It is also vital you clarify what happens regarding travel expenses to the workplace. Generally, travel to and from the workplace will not give rise to expenses, neither will it be counted towards working time, so your policy should clearly express the terms and reflect them appropriately.
Working elsewhere
Your hybrid working policy should cover:
- What equipment or technology you will provide (if any) and whether you will require access to undertake any maintenance checks on that equipment.
- How sickness absence will be reported when working from home
- Health and safety policies and procedures for employees whilst they are working from home, including risk assessments
- Data protection and computer/technological security policies for remote working
- If employees are required to be ‘available’ during set hours or whether a more flexible working approach can be taken.
Other forms of flexible working
A hybrid working policy is intended to rest beside other flexible working policies. Therefore, your policy should set out what other types of flexible working options are open to employees, such as making a formal flexible working request, for example.
Implementing a hybrid working policy
Employers should consider the following steps when implementing their new hybrid working policy:
Consultation
By getting feedback from your employees before implementing your hybrid working policy allows any concerns or consideration to be highlighted and addressed. And is a good way to make sure they are fully on board with the policy. It is also good practice to consult any trade unions or employee representatives and consider their feedback on what is proposed.
Supporting managers and training
It goes without saying that implementing hybrid working will certainly change a manager’s role and provide them with new and additional challenges. You should consider offering training and guidance so they can develop the skills needed to deliver effective performance management, communication, and relationship building in teams that are working both in the office and from home.
Communication
Any company thinking about implementing hybrid working will have to consider how it communicates with employees both in and out of the workplace. To get around that, you may decide to hold team meetings online as a default and only conduct in-person meetings when it is appropriate and suitable for the whole team.
Communication is absolutely vital for the triumphant introduction of a hybrid working policy. Badly communicated expectations together with ineffective messaging are likely to lead to misunderstandings. This could end up affecting productivity and team morale. The initial step to building an effective communication strategy is taking the time to evaluate your employee’s needs. Think about:
- How you communicate daily tasks to your employees, and how they communicate them to their wider team
- How you conduct one-on-one conversations
- What equipment/software do you need when communicating remotely. Are they effective?
Creating a communication plan
Employee feedback is essential. There should be announcements and meetings covering changes so that employees feel they are part of the process. Once you have decided on the best communication plan for your organisation, you should implement that strategy. After a month or two, consider assessing the results of the communication plan. You may find there are further things you can improve or refine.
Legal implications for implementing hybrid working
Businesses should give careful consideration to any contractual implications of hybrid working. If employees make a formal flexible working request for hybrid working, and the request is granted, it will amount to a formal change to the employee’s terms and conditions of employment. Hybrid working, including other forms of flexible working, can also be worked informally with no contractual changes, but you should ensure that your employees (and managers) understand the differences and the implications of them both.
Contracts of employment should also contain a contractual location. Although this does not necessarily change because of hybrid working, employees who work permanently from home will usually have their home address as their place of work.
Employees need to be advised to discuss any implications of homeworking with their landlords or mortgage provider and house insurer as there may be restrictions which invalidate or breach certain agreements. As previously stated, there may also be tax implications for working from home if an employee wishes to work outside the UK.
Employee wellbeing
In the long term, working from home is likely to support improved wellbeing by reducing commuting times, providing employees with greater autonomy around their schedules, and extra time at the beginning and end of their working day. However, hybrid working may also bring specific challenges around work/life balance and managing the boundaries between work and home. Some employees may also feel isolated and alone. The following may be helpful:
- Providing training and support to employees on managing work/life balance whilst working from home
- Offering training on digital wellbeing and promote healthy habits in relation to the use of technology, this includes helping employees to “mindfully disconnect”
- Helping managers to understand the potential implications for wellbeing of working remotely and equipping them to have appropriate wellbeing conversations
- Providing ongoing mental health support and information for all employees
- Ensuring all managers are aware of the potential signs and symptoms of poor mental health or wellbeing.
Need assistance?
DavidsonMorris’s HR specialists support employers will all aspects of workforce management, engagement and communications, working closely with our employment law colleagues. If you are using hybrid working arrangements and have any queries about the implications on contractual terms and how to implement changes within the workplace, speak to us to ensure you are meeting your legal obligations while promoting positive workforce relations.
Hybrid working policy FAQs
What is hybrid working?
Hybrid working allows employees to split their time between remote work and being physically present in the office, offering greater flexibility in how work is performed.
Why do employers need a hybrid working policy?
A policy provides clarity and consistency, outlining the expectations, responsibilities, and procedures for hybrid working arrangements to ensure fairness across the organisation.
Who is eligible for hybrid working?
Eligibility depends on the nature of the role and business needs. Some roles may require a greater physical presence, while others can be performed effectively remotely.
How many days should employees work in the office?
The policy should specify how many days employees are expected to work onsite, which may vary by role or department. Employers should aim for a balance that supports both operational needs and employee preferences.
What are the employer’s health and safety responsibilities for hybrid working?
Employers must ensure that employees’ remote work environments are safe and meet health and safety standards. This includes providing guidance and, where necessary, equipment.
How does hybrid working affect data protection?
Employers must ensure compliance with UK GDPR by implementing secure data handling practices for remote work, such as using encrypted devices and secure networks.
What should be included in a hybrid working policy?
The policy should cover eligibility criteria, working patterns, communication expectations, equipment provision, health and safety, and data protection.
Glossary
Term | Definition |
---|---|
Hybrid Working | A flexible working arrangement where employees split their time between working remotely and onsite. |
Remote Work | Work performed outside the traditional office environment, often from home or another remote location. |
Hybrid Working Policy | A document outlining the rules, expectations, and procedures for employees participating in hybrid working arrangements. |
Eligibility Criteria | Conditions or requirements employees must meet to qualify for hybrid working, such as the nature of their role or performance standards. |
Flexible Working Request | A formal request by an employee to change their working arrangements, including working hours, location, or pattern. |
Work-Life Balance | The equilibrium between professional responsibilities and personal life, often enhanced by hybrid working. |
Health and Safety | Legal obligations employers must meet to ensure employees’ working environments, including remote locations, are safe. |
Data Protection | Measures to safeguard personal and business data, ensuring compliance with UK GDPR when employees work remotely. |
UK GDPR | The UK General Data Protection Regulation, governing how personal data is collected, used, and stored. |
Inclusivity | Practices that ensure hybrid working arrangements are fair and accessible to all employees, regardless of personal circumstances. |
Office Presence | The required amount of time employees must spend working from the office under a hybrid working policy. |
Equipment Provision | The tools and resources employers provide to support employees in hybrid working, such as laptops or ergonomic furniture. |
Communication Expectations | Guidelines on how employees should maintain regular communication with their teams and managers while working remotely. |
Onsite Work | Work performed at the company’s physical office or location. |
Review Period | A set timeframe for assessing the effectiveness of hybrid working arrangements and making necessary adjustments. |
Collaboration Tools | Digital tools, such as video conferencing software, used to facilitate communication and teamwork in hybrid environments. |
Employee Engagement | The level of commitment and motivation employees feel towards their work and organisation, often influenced by flexible working policies. |
Operational Needs | Business requirements that may influence the feasibility and structure of hybrid working arrangements. |
Productivity | The efficiency and output of employees, which hybrid working policies aim to maintain or enhance. |
Inclusivity Audit | A review to ensure hybrid working practices do not inadvertently disadvantage any group of employees. |
Legal Compliance | Adherence to employment laws and regulations, such as health and safety and flexible working legislation. |
Author
Founder and Managing Director Anne Morris is a fully qualified solicitor and trusted adviser to large corporates through to SMEs, providing strategic immigration and global mobility advice to support employers with UK operations to meet their workforce needs through corporate immigration.
She is a recognised by Legal 500 and Chambers as a legal expert and delivers Board-level advice on business migration and compliance risk management as well as overseeing the firm’s development of new client propositions and delivery of cost and time efficient processing of applications.
Anne is an active public speaker, immigration commentator, and immigration policy contributor and regularly hosts training sessions for employers and HR professionals
- Anne Morrishttps://www.davidsonmorris.com/author/anne/
- Anne Morrishttps://www.davidsonmorris.com/author/anne/
- Anne Morrishttps://www.davidsonmorris.com/author/anne/
- Anne Morrishttps://www.davidsonmorris.com/author/anne/