The rise of the hybrid work model promised the best of both worlds: the flexibility of remote work combined with the camaraderie and collaboration of the traditional office. Unfortunately, beneath this almost idyllic arrangement lies a serious challenge. Communication quickly grows fractured, contributing to an easing gulf between remote workers and full-time in-office employees. As a journalist with a strong interest and background in workplace culture, I’ve had the opportunity to witness the transformation of hybrid work first-hand. Though this model offers many positive impacts, it inadvertently poses challenges to collaboration and relationship-building.
Perhaps the most pernicious issue I’ve come across is the built-in challenge of having uniform and equitable communication channels. Digital workplace tools such as Slack, Google Workspace, Asana, Loom, and Jira offer products to support increased visibility into seamless communication. Impromptu communications—serious questions, impromptu group brainstorming sessions, and light whole-group distillation of our summer retreat conversations—really favor those who are in the office. This can leave remote workers feeling out of the loop, excluded from important discussions, and ultimately, less connected to the team.
The consequences of this communication disconnect reach far past a disheartening sense of separateness. And hybrid employees have less access to face time with their bosses. Consequently, they risk having a blind spot for critical feedback, recognition, and opportunities for professional development. Performance evaluations soon will be similarly warped, with face time at the office counting heavier than the work done away from the office. This exclusionary practice results in animosity, less engagement, and eventually, greater attrition among remote employees.
The competing act of varied time zones and schedules in hybrid work is hard enough to navigate. It tends to mix the boundaries of your work and home life. We’ve talked about how constant availability almost guarantees stress. Unwanted after-hours emails and texts are driving burnout caused by the pandemic, undermining your health and safety. Establishing clear communication guidelines and emphasizing respect for non-working hours is crucial, but often overlooked in the rush to maintain productivity.
Organizational culture, often heralded as foundational to the success of any great company, presents its own challenges in the hybrid space. A completely remote environment makes it more difficult to create that culture. On the other hand, the hybrid model introduces its own set of unique complexities. Employees who work remotely intermittently throughout the week may experience a sense of disconnection, struggling to feel fully integrated into the team. Limiting in-office interaction to particular days will help ensure a deep culture of community remains intact. It requires intentional design and buy-in from everyone on the team.
Gallup data from 2023 reinforces that trend. In fact, employee engagement is much higher among workers who are fully remote or go into the office three days a week. This means that the best hybrid models don’t just mix in-person and virtual learning—they set up an overall structure. They lower the risk of arbitrariness and capriciousness. Before 2023, Gallup had already discovered that working two to three days a week in the workplace led to significantly greater engagement. This change is a reminder of the ever-changing climate of hybrid work and the necessity for organizations to perpetually revisit their strategies.
Solutions
Addressing these challenges won’t happen with a single silver bullet policy solution. Top down, bottom up. First and foremost, organizations need to stop making communication a low priority. Set bright-line rules around when folks need to be on the clock. Additionally, develop communication protocols for any downtime that may occur. It’s important to invest in technology that bridges knowledge gaps — ensuring communication and collaboration is easy even when distance separates teams. Tools such as Google Workspace, Slack, Asana, Loom and Jira can help connect in-office and remote employees. They will only work well if you deploy them smartly and reliably.
Beyond technology, creating a culture of inclusivity and empathy must be priority number one. Make a concerted effort to involve remote employees to bring them into crucial conversations. Make sure they each have the same chances to offer constructive criticism and receive praise. Weekly team check-in meetings keep everyone connected with work happening on all parts of the project. At the same time, virtual gaming, happy hours, team challenges, and mentorship programs build camaraderie and sharpen collaboration.
In addition to committing to a hybrid work model, organizations need to train their teams— especially people— on how to work together even when they’re apart. This course of instruction needs to include training in active listening, conflict resolution, and the value of clear and concise communication. Managers need to learn the right skills to inspire and employ remote teams well. This makes sure that each employee knows they are appreciated and taken care of.
As someone who’s currently charting these hybrid work waters as a journalist, my experience has only proven to me the value of these best practices. Over my years in Summit County, I’ve witnessed how the best communication and vibrant sense of community can overcome the challenges of geography. In their absence, individuals often report feeling more isolated, more frustrated, and less productive. While I value the flexibility and autonomy that hybrid work offers, I recognize the need for intentional effort to bridge the communication gap and ensure that all employees feel connected and engaged.
According to studies, six in 10 exclusively remote employees say they are extremely likely to search for employment elsewhere if they are not allowed remote flexibility. That’s why providing opportunities for remote work is critical to attracting and retaining the best talent. It also underscores the need to address the challenges associated with hybrid work to ensure that remote employees feel valued and supported.
Hybrid employees place a premium on the benefits their arrangement brings. In truth, they chose the greatest benefits two to three times more frequently than they did the greatest obstacles in their way. That’s because when the hybrid model is done right, it represents one of the best possible work models that people want to have. Engaged teams—those marked by high levels of communication and teamwork—experience up to an 81% decrease in absenteeism. This highlights the critical need to cultivate an inclusive, engaging, and supportive workplace culture, no matter where you’re located.
The hybrid work model is not a replacement for every organization. Its success depends on deliberate strategy, regular dialogue, and a true dedication to creating an inclusive environment. When organizations address the communication challenge head-on, they can achieve the real potential of hybrid work. This strategy creates a more adaptive, responsive, and efficient department, workforce, and workforce. It requires commitment to invest in tools and initiatives that promote connectivity and bridge the gap between remote and in-office workers, ensuring that everyone feels valued, supported, and part of a cohesive team. The future of work is hands-down hybrid. Our success will ultimately depend on our ability to address these challenges and build a truly inclusive and collaborative space for all of you.
