The hybrid work model guide challenges people to experiment with new ways of managing and organising work
Conversations about hybrid work often focus on the location where work takes place. However, the core of hybrid work lies in innovative approaches to managing and structuring work. Since each organization is unique, no single hybrid work model can universally meet all needs. The new Hybrid Work Model as a Success Factor guide broadens the view to encompass diverse working practices, flexible working time arrangements, interaction methods, as well as workspace and technology solutions.
The Hybrid Work Model as a Success Factor guide highlights that the hybrid work model represents a major workplace innovation made possible by digitalization. When effectively implemented, it has the potential to serve as a key success factor for various organizations and communities.
“Hybrid work forces us to develop management practices, operating methods and new, innovative ways to use technology. Even though it may feel challenging, we need to adopt a new way of thinking in Finnish work life in order to succeed in the international market,” says Research Professor Tuomo Alasoini from the Finnish Institute of Occupational Health.
“No organization can find the keys to success by looking back in time. Hybrid work enables us to find new perspectives for innovations and the development of work life,” Alasoini adds.
Individual Strategies for Managing Hybrid Work
Each organization is unique, and a one-size-fits-all hybrid work model is unlikely to work for everyone. Nevertheless, it is essential for every organization to develop its own strategy for managing hybrid work. This strategy should address the following critical questions:
- Amount of onsite work: Is there a need for a minimum level of onsite work, or is the number of hours irrelevant?
- New working methods: Are new approaches to work shaped under the leadership of management, or do employees take the initiative to develop them?
“It is beneficial to consider the work from the perspective of different work tasks. Performing certain work tasks remotely may sometimes be the most practical solution. Hybrid work can also be the most desirable working model for employees, even if it requires self-direction and a novel sense of responsibility,” says Specialist Researcher Marja Känsälä from the Finnish Institute of Occupational Health.
“For employees, hybrid work has created new opportunities to fine-tune not only their work but also their personal life. This is also reflected in research as an increase in well-being at work. As the competition for skilled workforce intensifies in the future, hybrid work will become a significant attraction factor,” states Känsälä.
The office must be a positive experience
When the employer’s premises enable smooth work and interaction, they can strengthen work performance and well-being in addition to promoting onsite work.
“The office must support different work-related needs and enable smooth work. Working in an office should be a positive experience for the employee, no matter how often they work there. A smooth working environment adds value to onsite work, and a good experience encourages returning to the office in the future as well,” summarises Senior Specialist Suvi Hirvonen.
In addition to a physical space, the office is also a social and cultural space. In hybrid work, these different functions should be combined into a well-functioning whole.
