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A Hybrid Workforce May Not Be The Panacea After All

3 Mins read

As we emerge from Covid lockdown measures, discussions around the optimal options for the nature of work are expounding. The consensus seems to be coalescing around a hybrid form of work that will see a greater mixture of home and office-based working. But a hybrid workforce may not be the panacea after all. […]

NOTES: A Hybrid Workforce May Not Be The Panacea After All

Research from Stanford suggests that around 70% of organizations are planning for hybrid working in some shape or form.

Traditionally, there has been a lot of evidence in favor of giving employees control and autonomy over their work. For instance, research from the University of Melbourne and a study, from the University of Illinois at Urbana-Champaign, both support this. But how much control can managers give employees, and should this be over when and where they work? 

People are biased toward the people they are physically located with. People who are working remotely on a team can be at a disadvantage when it comes to being seen as a leader.

The Stanford team found that around 32% of us don’t ever want to return to the office, and that 21% of employees want to return to the office as soon as possible.

Not straightforward

Nicholas Bloom, who led the Stanford research, has flipped his original support for autonomy. He now argues that for teams to function effectively they need to be coordinated.

So, are you ready to miss out of the informal office chats? While meetings are usually streamed over a video conferencing platform for home workers benefit, it is well known that conversations will inevitably continue in-person, in the office after the meeting has formally concluded.

All of which means that it’s not quite so straightforward to simply say that employees will be given full autonomy to choose their workplace and their work schedule post-Covid.

Managers will still have to take control and provide suitable schedules for in-person attendance, remote working and office-virtual interactions.

Go to Forbes to read more …

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No One Wants To Work Too Much. So Why Do We Do It?

Many people have an inaccurate beliefs about their workload. Here are a few pointers to address this.

Work Smarter, Not Harder

Get more done in the same amount of time by learning to work more efficiently. Better manage distractions and attention seeking activities. Learning a comprehensive workflow management system is another way to get more done in less time. 

Ultimately your own work-life balance is completely up to you. No one can “give you” better balance. You have to take it.

Question Assumptions

Stop thinking that other people expect you to be available all the time. Also, trying to conform to the expectations that other people have for you is exhausting and ultimately futile.

You Have a Habit of Distraction

Your most important resources are not your time or your money or even your attention. Your most important resources are your body and your mind.

Manage checking your communication channels during workday every 1-3 minutes. Else, you get conditioned and wont be able to “shut it off,” workday, work week or at your personal time.

You Have Control

Studies show that a boss’s work-life balance is an important factor in the work-life balance of their employees, and that if all better utilize downtimes, everyone will likely to be physically and emotionally healthier.

Recommended: The Third Space according to Adam Fraser is the transitional gap in between what we do. It’s not what we do, it’s what we do in between what we do that is most important.


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