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How to: Manage a Hybrid Work Environment

In a message sent out by Sundar Pichai, CEO of Google and Alphabet, he said, “Google employees will follow a hybrid work style where they will spend three days in the office and two days from anywhere around the world that suits them the best.” This decision was made post-pandemic.

Hybrid work environments offer the perfect work-life balance employees crave and does not deter them from being successful in their work. When business giants like Google can afford to adopt a hybrid work environment, why won’t others give it a try?


A hybrid work environment model is a mix of physical working space and remote working. In many regards, this is exactly what organizations have been advancing toward. With cloud innovation becoming pervasive, employees can work from anywhere—whether they are having breakfast or coffee. They simply need to answer their work phone call or emails. Traditionally, businesses are accustomed to having a physical “headquarters” where employees can interface and team up. These areas will progressively become computerized, rather than physical, spaces.

Under a hybrid working climate, employees and chief executives experience improved degrees of opportunity. They can work where they need and, frequently, when they need, but it comes with challenges like: It’s harder to communicate ideas, it’s tedious to meet up, and then there’s simply feeling estranged and separated. All things considered, working in a hybrid workplace does have a few significant advantages like: There’s more time to get work done because there’s no commute, it’s easier to focus because there are no office distractions, and the ability to multitask more easily (like prep lunch or make coffee while on a conference call).


With any new model, there are a few degrees of trial and error with advancement. The hybrid environment is the same old thing, yet it’s approaching at a wild time, and many organizations are tracking down what works and what doesn’t work for them. Contingent upon organizational culture, there might be strategies that should be changed, and there might be times when a hybrid model doesn’t work.

Considering that, here are a few ways to deal with a hybrid environment:

Consider changing from hours worked to achievements and cutoff times. Whenever remote work previously became popular with IT organizations, it was an appalling disappointment. It seemed like the employees were relaxing and not working the perfect proportion of hours. Many employees working eight-hour days don’t work a full eight hours, and no human can concentrate that long. An in-office employee is usually only useful for around three hours. Work-from-home or remote employees are frequently more useful than in-office ones, yet they should have the option to work when they can. It’s smarter to quantify efficiency and achievements than crude time.

Use frameworks like Office 365 and MS Teams for communications.

A hybrid workforce is comprised of telecommuters, hybrid workers, and full-time office employees. There should be a predictable strategy for communication, which should be possible through a merged framework like MS Teams or Slack. MS Teams enjoys a benefit in hybrid frameworks since it is completely synched with Office 365 for a total cooperative arrangement. Workers won’t ever need to ponder how to speak with somebody—whether they are remote or in-office.

Support group commitments, practices, and shared objectives.

Remote workers sometimes feel distanced and alone. They’re separated from their coworkers and neglect to communicate with their colleagues. In addition, telecommuters might feel like their strategic scheduling or full-time peers don’t take them seriously. Encouraging commitment and communication is the most ideal way to overcome this.

Make it a habit to check in with employees to guarantee they are getting what they need. Since a hybrid model is innately trial, it may not be clear that a few workers are getting left behind. Workers should know who to go to when they feel lost or like they’re missing key data they ought to have.

Foster trust among employees and executives.

Continuously fussing over every little thing doesn’t work under a hybrid model. Supervisors need to zero in on giving workers what they need to succeed rather than scrutinizing their capacity to self-analyze and motivate. Remember, in a perfect world, organizations recruit employees who are self-motivated and accomplish their objectives without pressure.

Have processes set up to oversee communications.

Suppose an employee gets a client grievance through email. What is the next stage? Would it be a good idea to call the group responsible for the client? Would it be a good idea to answer the email? Or, then again, would it be advisable for them to transfer it to customer support? Employees should never need to ponder how to do something or what to do in any situation. There ought to be processes set up that detail which communication goes where. This will assist employees with deciding to send communication as a text, an email, a call, or even a video meeting.

In a hybrid working environment, it’s vital to have the perfect individuals. Not every person flourishes when working in a hybrid work environment, and only one out of every other industry is appropriate for a hybrid environment to function effectively. We here at CloudQ are big-time supporters of the hybrid environment with many employees opting to work from home, as well as work from the office, way before the pandemic. We have seen it work for us, and it can work for you, too.


Lekshmi Devi

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