The Flexibility Factor: How to build a successful flexible workplace
This session looked at why flexibility matters more to employees than any fixed hybrid model, and how HR teams can build a flexible workplace that holds together. James Marsh of HRreview spoke with Alex Alvarez, Senior People Scientist at Culture Amp.
Alex Alvarez, Senior People Scientist, Culture Amp. Hosted by James Marsh, HRreview.
Key takeaways
Design for individual flexibility, not a hybrid label
Alvarez argued that hybrid working gets reduced to a binary choice of office or not. Employees value the autonomy to fit work around the rest of their lives, and the ability to choose can matter more than the arrangement itself.
Replace visibility with results as the measure of performance
Alvarez said the push back to the office often rests on the assumption that being seen equals being productive. Without a shift to judging people on results, regardless of where or when they work, flexible arrangements will create friction and erode trust.
Expect different groups to want different things
In a 2022 Culture Amp study run with Censuswide across more than 3,000 employees in the UK, the Netherlands and Germany, 42% said they would never go back to the office if given the choice. That rose to 47% among 16 to 24 year olds and fell to 27% among those aged 55 and over, so a one-size-fits-all policy is unlikely to last.
Only ask for feedback you are ready to act on
Alvarez named communication as the first of the guiding elements: involve employees in decisions through two-way listening. Asking and then not responding can do more damage than not asking. Where decisions are made centrally, take the time to explain the reasons behind them.
Make connection deliberate, especially for newer and younger staff
The same study found 55% of employees feel less connected to colleagues when they or their colleagues work from home, with younger employees feeling it most. Alvarez recommended managers state clearly that time spent connecting with peers is expected, for example half-hour video coffee breaks that are not about work, and use one-to-ones to cover more than tactical points.
Give people a reason to come in
Alvarez warned against asking staff to commute only to join a video call from the office. Link office days to social events or in-person moments such as a town hall or quarterly review with a big announcement, and give remote staff enough notice to arrange travel.
The Q&A is worth the time, with Alvarez on how to avoid a 'them and us' split between roles that must be on site and those that need not, and why regulated sectors such as finance are pushing for office returns.
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