The concept of hybrid working is simple — doing some work in the office and some elsewhere, but the execution of hybrid working can be a lot more complicated. When it’s done well, though, it supports both people and organisations.
The benefits of hybrid working for employees
Better use of energy
Different tasks suit different environments. Office time often works best for collaboration, discussion, and decision-making. Non-office time can support focused, uninterrupted work.Less wasted time
Fewer commutes mean fewer dead hours at the start and end of the day. You don’t have to fill that with work, although you can if you feel productive. But it also reduces stress and gives you more time to relax.Flexibility for real life
Hybrid arrangements can make it easier to manage caring responsibilities, health needs, appointments, or everyday logistics without constantly taking leave.Trust and autonomy
Being trusted to manage where you work can increase motivation and engagement, particularly for experienced staff who are clear on expectations and outcomes.
The benefits of hybrid working for employers
Retention and recruitment
Flexibility is now a baseline expectation for many workers. Hybrid options help retain staff and widen the pool of people who can realistically take on a role.More intentional use of office space
Offices become places for collaboration and connection rather than default work locations. This often leads to better use of space and, in some cases, lower costs.Less presenteeism
Hybrid working can shift focus from visibility to outputs. Done well, this leads to clearer expectations and fairer performance assessment.Greater resilience
Teams that can work effectively across locations are often better equipped to handle disruption, change, or growth.
The drawbacks of hybrid working for employees
Blurred boundaries
Flexibility can quietly turn into extended availability. Without clear limits, work can creep into home life and make switching off harder.Heavier communication load
Working remotely can lead to more meetings, messages, and documentation requirements.Reduced visibility
Employees who are in the office less may worry — sometimes with good reason — about being overlooked for opportunities or progression.Harder learning curves
New or junior staff can miss out on informal learning, quick questions, and observation unless these are deliberately built in.
The drawbacks of hybrid working for employers
Inequity between roles
Not all jobs can be done remotely. If flexibility is uneven or poorly explained, resentment can build quickly.Proximity bias
Managers may unconsciously favour those they see more often. This requires active effort to counteract.Coordination overhead
Scheduling collaboration and decision-making takes more planning in hybrid environments.The risk of half-measures
Mandatory office days with no clear purpose or policies that exist only on paper often leave everyone frustrated.
Is hybrid right for your role?
Before raising the topic with your employer, it’s worth doing a brief reality check.
Which parts of your work require sustained focus, and which benefit from collaboration? How often do you genuinely need to be physically present to do your job well? How are your outcomes measured? When has being in the office added real value, and when has it mostly added noise?
How to approach your employer about hybrid working
Before the conversation, consider your organisation’s culture and any existing policies. Be specific about what you’re asking for — particular days, a level of flexibility, or a trial period — rather than a vague request for “hybrid”.
During the conversation, focus on outcomes rather than convenience. Explain how the arrangement would support your work and your team. Acknowledge constraints and offer solutions. Suggesting a time-limited trial with a review point often lands better than asking for a permanent change upfront.
It also helps to show you’ve thought through the practicalities like communication, availability, handovers, and accountability.
How to make hybrid work as an organisation
Hybrid working succeeds when responsibility doesn’t sit solely with individual employees.
Organisations need clear, explicit expectations around availability, communication, and performance. Office days should have a purpose rather than existing just because you think they should.
Managers need support and guidance to manage hybrid teams well, particularly around avoiding proximity bias and supporting learning. Junior staff and new hires often need more structured check-ins and clearer pathways to informal learning.
Hybrid arrangements should also be reviewed regularly. What works for one team, or at one stage of growth, may not work forever.
Hybrid working isn’t about making work nicer. It’s about making it workable.
It helps in some roles and not in others. What matters is being clear about when it’s useful, when it isn’t, and what people are actually expected to do.