How to Ramp Up Your Hybrid and In-Office Workplace Strategies

The traditional workplace environment has undergone rapid changes since the pandemic, with many companies adopting a remote or hybrid workforce. That may be changing: a 2024 survey by KPMG found that 83% of CEOs globally expect a full return to office (RTO) in the next three years. 

Regardless of an organization’s work policy, a clear strategy can result in a smoother transition for both employers and employees. According to Lauren Hasson and Courtney Fain, senior workplace strategists at JLL, clearly communicating the work policy – and the WHY behind it – is the foundation for a successful implementation. If an organization is experiencing challenges with the rollout or adherence to their policy, Hasson and Fain suggest you question the true root of the problem.

Get to the Root of the Problem, and Constantly Communicate

Most successful work policies are developed after a thorough due diligence – understanding the vision for the organization, the needs of the employees and what kind of work space, experience and approach is needed to support both. 

Companies needing to make physical workspaces to accommodate employees as they return to in-office work need to also consider factors that drive performance and utilization. This can include variety, quality and function of work settings, according to Hasson and Fain, which can extend to the workplace look and feel. There should also be a seamless, intuitive technology integration as employees transition from a home office to the workplace.

The two note that with a changing employee population, companies should continue to regularly communicate and provide ongoing reminders to employees of its defined strategy – regardless of how well the process is progressing.

Build on Employee Reluctance 

Despite the push to return employees to an office setting, some will argue that they are more productive in a remote work environment. However, Hasson and Fain say that it’s critical to build on this sentiment, rather than dismiss it. 

For example, they note that there is a difference between individual and collective productivity, and emphasize that cultivating a shared ability to learn and innovate together, is easier to do in-person. As a result, companies may need to audit current space layouts to confirm that there are areas where employees can be productive, while ensuring that there is a balance of “heads down” space and group meeting space.

And JLL cautions that if increased productivity is a goal of management should be prepared to have data to back this up, while defining how they’re measuring productivity moving forward. Additionally, coaching employees on the type of work they should plan to do at home versus in the office can help maximize individual and collective productivity. 

Recurring Themes Appear in Successful Hybrid and In-Office Transitions

JLL has found consistent themes amongst businesses that have initiated a workplace strategy transition. In addition to clearly articulating the policy and expected outcomes, having executive leadership aligned with the proposal is important in ensuring employees understand the “how and why” of an overall strategy. This can also include encouraging all layers of management to model the desired policy and communicating to their teams accordingly. 

Lastly, companies that have found the most success have a key understanding of what “approach-to-work” best suits their organization, as they tend to carefully consider the needs of employees, leaders and the overall business operation.

While this new era of work can feel intimidating and uncharted, it’s possible to arrive at a hybrid requirement that satisfies employees and leaders alike. Fain and Hasson emphasize the evergreen nature of workplace strategy – staying curious and open to change while your organization adjusts to the new normal.