The hybrid workplace is an outgrowth of the pandemic. These days, even with return-to-office requirements, 89% of organizations have a formal hybrid work. While the percentage was “slightly down from 92% in 2024,” it is “still representing a vast majority,” according to a recent CBRE write-up.
In the meantime, hybrid work has shifted from supporting remote work to ensuring that approaches align with business goals, while optimizing space utilization. Here’s how hybrid work has changed over the past several years:
- Reactivity to proactivity. Hybrid work was a hurried reaction to the pandemic, a method to enable remote work quickly. Now, organizations are designing hybrid work to support companies by leveraging data and building out infrastructure.
- Employee experience. During the pandemic, functionality and work continued to be primary concerns. These days, organizations understand that a positive in-office experience—complete with amenities, community-building and collaboration—is a must.
- The workspace role. Before the COVID shutdown, the office was where people worked. Now, the office is taking on new roles, including the above-mentioned collaboration and community.
- CRE actions. At one point, commercial real estate professionals managed portfolios. At this time, such professionals are business partners who are tasked with aligning real estate with corporate goals, organizational culture, and the employee experience.
Meanwhile, the report indicated that 96% of organizations practice targeted in-office policies, with three days a week being the most common. At the same time, employees who are fully in office (5%) or fully remote (0%) were described as “rare.”
The issue, however, is that “the most prevalent approach (to hybrid work) is to simply communicate and measure attendance policies without enforcing them,” according to the write-up. But fewer than one-third of companies (29%) communicate or enforce the policies, while few incentives are in place to encourage them.
The main reason against mandate enforcement is anticipated employee resistance, suggesting “a potential disconnect between stated hybrid work intentions and actual practices,” the report’s authors said. The problem is that a lack of clear directives increases employee resistance.
The report suggested the following to generate successful, well-received hybrid programs:
- Publish clear guidelines
- Communicate regular updates
- Encourage employee feedback
- Invest in employee and manager training to ensure best practices for communication, collaboration and conflict resolution
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