The past few years have demonstrated the necessity for flexibility and adaptability in employment. Employees now seek work-life integration, not just work-life balance. The days of work and life coexisting are over; now, the two must complement each other.

Yet, despite being around for over three years, complex questions are still being raised on how best to implement these strategies - or whether to stick with them at all. Furthermore, offering a hybrid model is one thing, but getting it right is a completely different beast. Yes, flexible work locations sound attractive, but it’s also important to keep employees feeling also part of a ‘virtual team’, for many these connectedness and common mission is as important as deciding autonomously where to work.

It’s evident that the right equilibrium is hard to define in clear terms and can be influenced by multiple factors that vary from company to company, which is probably the reason why the hybrid model is still giving business leaders headaches to this day.

The local conundrum

Each business has its individual needs just as each employee does. This is why we have seen an array of business models come out in the last few years. Some business leaders demanded that their employees return to the office every day of the week. Others have opted to give employees the licence to choose freely, placing no maximum or minimum number of office days. And many have opted for set days, allowing employees to stay at home on certain days and come in on others.

But why so many variations? Prior to COVID-19, there was mainly one established way of working. Nowadays, seven businesses on the same street could have seven different rules for their respective employees - and each may be very happy with their choice.

Looking at why, it becomes clear. Take the decision to deploy a hybrid model, which would see employees come in on some days whilst staying at home on others. This, in a way, gives businesses the best of both worlds. While office spaces can be used to promote human interaction, crucial for cultivating relationships and encouraging collaboration, remote work can give employees flexibility and convenience. And this flexibility in days might give the business access to workers that previously weren't within its reach.

Yet, despite all of this, wouldn’t collaboration be easier if employees were together consistently? Wouldn’t employees learn from each other better if they were together consistently? Don’t certain tasks take significantly longer because they have to be communicated digitally rather than in-person?

The global conundrum

As if this decision wasn’t hard enough, many larger businesses also must contend with the opportunities and challenges that come with operating this model on a global scale.

One of the most compelling benefits of remote work is the ability to tap into a global pool of talent – one free of geographical constraints. This can make a significant difference, especially for startups keen on expanding their offerings. Finding the right employees can be a difficult task, but the ability to access a broader pool of candidates naturally enhances its chances of finding the best talent.

However, this also comes with its own problems. Navigating the intricate web of HR regulations becomes more complex when juggling diverse labour laws, employment practices, and cultural nuances from country to country. It can be very difficult to strike the right balance between promoting global values while recognising the need to adapt certain HR practices and policies to local markets, cultures, and institutions.

One benefit that does arise is increased access to a diverse and multicultural workforce, something that is undoubtedly an asset in today's business environment. Employing individuals with similar backgrounds and characteristics can limit innovation and creativity - different voices in the room are needed. Hiring individuals from diverse backgrounds breeds innovation, which ultimately leads to higher performance. Research underscores this, with the top 43 diverse public companies outperforming the S&P 500 by 24% in profitability.

However, to caveat this, sometimes it can be hard to truly establish a company culture when spread across countries - with exchanges fully digital, it might lack the personal connection that comes with in-person interactions.

Finding the balance

With a myriad of strategies to choose from, and even more ways for it to play out, it is easy to see why no universal system has been established. Delving deeper into the topic, it's hard to see one ever coming into effect. Which system is the best may well remain an unanswered question.

This suggests the question is not so much 'which' system to use but rather 'how' to do it – what is 'the right balance'? Companies that can harness this hybrid model stand to benefit in so many ways. However, if done ineffectively, there are several pitfalls that could lead to it doing more harm than good. Also, the number of strategies to choose from brings with it the perennial problem of the grass looking greener on the other side.

Ultimately, people are the currency for such a system. For businesses to get it right, they must be connected with their employees. This is crucial to truly understanding the wants and needs of their workforce. Flexibility and collaboration become paramount in the pursuit of a strategy that brings the best out of everyone.

Of course, achieving this is no easy feat. But at least we aren’t short of options.