What Is Hybrid Working?

Hybrid working offers a new workforce solution for employers adapting to the new, post-pandemic normal. The coronavirus pandemic caused employers to radically rethink traditional working arrangements. As we emerge from an extended period of enforced remote working, employers are reaching the conclusion that working from home or on a remote basis is both productive and brings many other benefits for the employer and employee.

 

What is hybrid working?

 

Hybrid working is a flexible working arrangement that allows employees to divide their time between working in a traditional office setting and working remotely, such as from home. This model has gained popularity in the UK, particularly after the pandemic, as it offers a balance between the structure of office work and the flexibility of remote working.

For UK employers, hybrid working can be an effective way to support employee wellbeing, enhance productivity, and accommodate diverse working styles. It allows employees to manage their work-life balance more effectively by reducing commuting times and providing greater autonomy over their schedules. Employers also benefit from potentially lower office costs and access to a broader talent pool, as geographical location becomes less of a limitation.

However, implementing hybrid working requires careful planning. Employers must ensure that all employees have access to the resources they need, such as suitable technology and clear communication channels, to work effectively across locations. Issues such as maintaining team cohesion, monitoring performance fairly, and ensuring equal opportunities for remote and in-office staff must also be addressed.

 

Pros of hybrid working

 

Hybrid working offers a range of benefits for both employers and employees, making it an increasingly popular choice in the modern workplace. As more organisations reopen their offices, employees are re-evaluating their career priorities, and flexibility in working arrangements is becoming a key consideration. Hybrid working can provide an effective solution to these shifting expectations.

One of the primary advantages is increased flexibility. Employees who can split their time between home and the office often experience improved work-life balance. This flexibility appeals to a wide range of employees, from younger workers seeking autonomy to more senior professionals who value balancing personal and professional responsibilities. A better work-life balance can boost morale, maintain productivity, and enhance employee retention. These benefits are particularly relevant for employees who may feel apprehensive about returning to full-time office work.

Employers who embrace hybrid working may also gain a competitive edge in recruitment and retention. Offering flexible options can help attract and retain top talent, particularly when competitors are adopting similar approaches. In contrast, employers resistant to hybrid working risk losing valuable employees to organisations willing to meet evolving expectations.

 

Cons of hybrid working

 

While hybrid working offers many benefits, it is not without challenges. Employers must carefully assess the potential drawbacks to ensure the arrangement is suitable for their business and workforce.

Not all roles are well-suited to hybrid working. Some positions require a physical presence, specific equipment, or face-to-face collaboration that cannot be effectively managed from home. Employers must identify which roles are feasible for hybrid arrangements and ensure fairness for employees who may need to remain office-based.

Remote working, even on a part-time basis, can lead to feelings of isolation for some employees. While hybrid working can mitigate this to an extent, by ensuring some office interaction, employers should still provide regular communication and support to prevent employees from feeling disconnected.

Managing employees remotely can also be more challenging. Employers may find it difficult to monitor productivity and ensure accountability when staff work from home. Some employees may view remote days as less structured, potentially leading to reduced output. Managers must implement systems to monitor performance and address any productivity issues promptly.

Additionally, hybrid working may not appeal to all employees. Those who prefer the routine or social aspects of the office may feel demotivated by a push towards hybrid arrangements. Employers must consider employee preferences and foster inclusivity in decision-making, ensuring all staff feel valued and supported regardless of their working preferences.

 

The law on hybrid working

 

The legal implications of hybrid working must be carefully considered by UK employers, particularly concerning contractual changes and employment policies. Where employees formally request hybrid working as a statutory flexible working request, and the request is granted, this results in a permanent change to their terms and conditions of employment. Employers must document such changes clearly, ensuring compliance with employment law.

Hybrid working can also be implemented on an informal basis without altering employment contracts. Employers, however, should communicate clearly with employees about the differences between formal and informal arrangements. Informal agreements provide flexibility for both parties, but they do not carry the same legal weight as a formal change to terms and conditions.

Employment contracts should specify a contractual location. For employees adopting hybrid working, the office location may remain unchanged. However, for those working permanently from home, their home address should be listed as their official workplace within their contract. This ensures clarity and avoids potential disputes.

Employers should also encourage employees to discuss working-from-home arrangements with landlords, mortgage providers, and insurers, as these may affect tenancy agreements, mortgages, or home insurance policies.

For employees working outside the UK, employers must address potential tax and immigration implications. Working remotely abroad can trigger income tax and social security liabilities or require specific work permissions. Clear

 

Avoiding the pitfalls of hybrid working

 

Hybrid working offers flexibility and improved work-life balance for employees, but without careful planning, it can create challenges for employers.

 

Policies and procedures

 

Hybrid working may not align with an employer’s existing policies, so reviewing and revising policies is essential. Employers should assess how hybrid arrangements impact policies related to disciplinary procedures, grievances, IT usage, employee monitoring, and data protection.

When developing or updating policies, employers should:

 

• Define which roles or employees are eligible for hybrid working.
• Outline the process for requesting hybrid working.
• Clarify responsibilities for both hybrid workers and managers.
• Ensure policies on expenses, IT usage, home working, and data protection reflect the needs of hybrid working arrangements.
• Align hybrid working policies with other forms of flexible working for consistency.

 

 

Contracts of employment

 

For existing staff, employers must ensure any changes to working arrangements comply with employment contracts, particularly if variation clauses are not included. Forcing changes without agreement can lead to breach of contract claims. Contracts should clearly specify work location expectations. For new hires, hybrid working terms should be incorporated into contracts from the outset to avoid misunderstandings.

 

Wellbeing

 

Employers have a duty of care to ensure all employees have safe working environments, whether at home or in the office. Mental health support must be accessible for hybrid workers, with measures such as virtual wellbeing programmes, regular check-ins, and stress management resources. Employees working remotely should also have access to ergonomic assessments and necessary equipment to support their physical health.

 

Managing teams

 

Effective team management is vital for hybrid working success. Maintaining open lines of communication with hybrid employees is essential, whether through regular virtual or in-person meetings. Clear performance targets and measurable goals help managers track progress and evaluate the effectiveness of hybrid working arrangements. Structured feedback and regular reviews ensure employees remain engaged and productive.

 

Training and development

 

Transitioning to hybrid working requires training for both employees and managers. Managers need guidance on maintaining team cohesion, onboarding remote workers, and fostering inclusivity in hybrid settings. Many managers gained remote management skills during the pandemic, which can now be built upon to adapt to hybrid working challenges. Regular training also helps employees feel confident and supported in their hybrid roles.

 

Communication and collaborative working

 

Remote and hybrid communication requires thoughtful processes to ensure inclusivity and engagement. Considerations include:

 

• Hosting online meetings by default to provide equal experiences for all attendees and avoid “presence disparity.”
• Allowing teams to establish their own communication methods, balancing face-to-face and virtual interactions.
• Scheduling regular social activities, such as monthly team-building events, to foster engagement and strengthen relationships.

 

 

Technology and equipment

 

Technology is fundamental to hybrid working. Employers must ensure employees have seamless access to tools and systems from both home and the office. This includes providing laptops, reliable connectivity, and any additional equipment, such as ergonomic chairs or monitors, to maintain productivity and comfort. Employers should also ensure robust IT support and secure systems to address cybersecurity risks.

 

Hybrid working policy

 

It is best practice to have a hybrid working policy in place, to provide clarity and certainty around rights and responsibilities. Key provisions would typically include the following:

 

• An explanation of what hybrid working entails.
• Eligibility criteria for hybrid working arrangements.
• Expectations for attendance in the workplace versus remote work.
• Guidance on workplace attendance schedules.
• Detailed instructions on remote working, including health and safety and IT requirements.
• Retaining the right to request flexible working.

 

 

What are the alternatives to hybrid working?

 

Hybrid working may not suit every business, but employers who decide not to adopt it should carefully consider their reasoning and be prepared to explain this clearly to staff. Transparent communication can help mitigate dissatisfaction and reduce the risk of employees seeking alternative employment with competitors who may offer greater flexibility.

Following the pandemic, some employees may wish to continue working from home, at least part-time, citing their ability to do so successfully in recent months. Refusing to accommodate such requests without exploring alternatives may risk disengagement or attrition. For businesses unwilling to implement hybrid working, other flexible arrangements can offer a compromise.

 

Alternative Flexible Working Arrangements

 

Employers can consider options such as staggering start and finish times, allowing employees to adjust their working hours to suit personal commitments. Flexi-time, where employees work fewer hours on certain days and make up the time later, is another possibility. Increasing annual leave entitlements, including buying and selling leave, or offering job-sharing or part-time roles can also provide flexibility.

However, these options require administrative oversight to track hours worked or adjusted schedules, which can add complexity to workforce management. Additionally, implementing such changes often involves altering terms and conditions, requiring employee agreement or adherence to flexible working request processes.

 

Non-Flexible Working Incentives

 

For employers not offering flexibility, other retention strategies may include offering pay rises, bonus schemes, or workplace perks such as dress-down days, vouchers, or social events. Paid training opportunities can also enhance job satisfaction and employee loyalty.

 

Need assistance?

 

DavidsonMorris’ human resource specialists help employers with all aspects of HR strategy and workforce management. Working closely with our team of employment lawyers, we offer a holistic solution for employers on emerging areas of people risk and opportunity, such as changing working arrangments and adopting hybrid working. For advice on a specific issue, speak to our experts today

 

Hybrid working FAQs

 

Why might a business choose not to adopt hybrid working?

Some businesses may find that hybrid working does not suit their operational needs. Certain roles may require an on-site presence, such as those involving specialised equipment, customer-facing responsibilities, or collaborative processes that are difficult to replicate remotely.

 

What are alternative options to hybrid working?

Employers can consider offering other forms of flexibility, such as staggered start and finish times, flexi-time arrangements, job-sharing, or increased annual leave entitlement. These options can provide employees with more control over their schedules while maintaining on-site work requirements.

 

Do flexible working arrangements require changes to employment contracts?

Yes, implementing flexible arrangements such as adjusted hours or job-sharing typically involves changes to terms and conditions of employment. Employers must obtain agreement from employees and adhere to the legal process for any such changes.

 

What can employers do to retain staff without offering hybrid working?

Employers can focus on other incentives to retain staff, such as pay increases, bonus schemes, paid training opportunities, or workplace perks like social events or dress-down days. These measures can improve job satisfaction and loyalty.

 

How can employers manage flexible working arrangements effectively?

Employers should implement clear systems to track working hours, ensure fairness, and maintain transparency. Regular communication with employees about expectations and schedules is key to ensuring smooth operations.

 

What should employers consider when rejecting hybrid working requests?

Employers must provide clear and valid business reasons for rejecting such requests and follow statutory guidelines. Open communication and offering alternative solutions can help address employee concerns and maintain morale.

 

Glossary

 

 

Term	Definition
Hybrid Working	A working arrangement where employees split their time between working in the office and remotely, such as from home.
Flexible Working	A working arrangement that allows employees to adjust their working hours, patterns, or location to suit their needs, subject to employer agreement.
Staggered Start and Finish Times	A schedule allowing employees to begin or end their working day at different times to accommodate personal commitments.
Flexi-Time	An arrangement where employees can work reduced hours on some days and make up the time later, offering greater scheduling flexibility.
Job-Sharing	A working arrangement where two employees share the responsibilities and hours of a single full-time role.
Part-Time Working	A working pattern where employees work fewer hours than a full-time role, typically with agreed set hours.
Annual Leave Entitlement	The amount of paid time off an employee is entitled to each year, which can sometimes include options to buy or sell additional leave days.
Flexible Working Request	A formal application made by an employee to change their working pattern, hours, or location, which employers must consider in line with statutory guidelines.
Terms and Conditions of Employment	The agreed rules, responsibilities, and benefits outlined in an employee’s contract, which may need adjustment for flexible working arrangements.
Retention Strategies	Measures taken by employers to retain employees, such as pay rises, bonus schemes, and workplace perks.
Workplace Perks	Benefits provided by employers to improve job satisfaction, such as dress-down days, vouchers, or social events.
Disengagement	A lack of motivation or connection with work, which can arise when employees feel their needs or preferences are not met.
Administrative Oversight	The process of managing and tracking flexible working arrangements to ensure compliance and effectiveness.
Statutory Guidelines	Legal frameworks that employers must follow when considering and implementing flexible working requests or changes to contracts.