The transition to a hybrid format has become the number one priority for top management. On the one hand, flexibility is vital to the team. On the other hand, companies need to maintain their culture, manageability, and productivity. According to Gartner, 82% of executives plan to support the work-from-home format.

But the ideal balance between employee desires and business requirements has yet to be found. The bet on remote work has not paid off (unfortunately). Companies have begun to develop their hybrid work models. Below, we have compiled five different approaches from leading players that will help you build a strategy tailored to your company’s specific goals.

What Makes an Effective Hybrid Model

A good model is built on transparency, engagement, and clear rules. A work-from-home policy should answer basic questions: Is manager approval required? Are there fixed days for in-person meetings? Which roles can be performed from home permanently? It is essential to decide in advance whether to take a unified or differentiated approach.

New employees often find it easier to integrate into any system, but you will still need to negotiate with your existing team. And the most crucial thing is equal experience. It is essential to ensure that office and remote employees have the same influence on processes, participate in discussions, and have access to all opportunities.

Read the article about Soft2Bet‘s development, which successfully operates and celebrates the company’s 9th anniversary thanks to the right approach to employees.

Examples of Hybrid Models

Below, we have compiled five case studies from large companies, each of which has developed its working format in response to the pandemic. These models are not copied from one another and are tailored to the specific structure, culture, and tasks of a particular business. In each case, the roles, functions, and technological maturity of the teams are taken into account. This list will help you navigate and choose reference solutions for your organization.

Citigroup

At Citigroup, some employees work from the office three days a week and remotely the rest of the time. Approximately half of the team has opted for a hybrid model. Some roles, such as those in branches and data centers, are entirely in-person. Others are completely remote.

Each employee is now assigned one of three statuses: hybrid, office, or remote. In addition, the company has an interesting rule: video calls are prohibited on Fridays. This reduces overload and helps employees stay focused on their tasks. This system is well-suited for banks and companies with a strong offline presence and digital departments that can be given the freedom to operate.

Microsoft

The basic model allows employees to work remotely 50% of the time. The rest is only by agreement with the manager. This approach allows for the specific needs of each team to be taken into account. At the same time, Microsoft has turned the standard logic on its head: when designing processes, priority is now given to those who work outside the office. This strikes the perfect balance for those who want flexibility but value centralized management.

Target

Target moved out of its main building in Minneapolis, where it had been operating for almost 40 years. Some employees remained remote, while others were distributed across several offices in the region. This reduces real estate costs and increases local flexibility. Companies with a broad regional network can adopt this model.

Lockheed Martin

Before the pandemic, only 3% of employees worked remotely. Following the COVID-19 pandemic, the share of hybrid workers increased to 45%. Themain challenge to the new system came from managers. To enable them to manage distributed teams effectively, they were offered 20 hours of training.   This model is suitable for those who see the transition as challenging at the management level.

Amazon

Amazon initially planned an “office model.” Later, they developed a new format: three days in the office, with the remaining days decided by the team leader. The company emphasizes the importance of “live innovation,” with the office seen as a place for invention and discussion. Additionally, four weeks a year can be spent working remotely from anywhere in the country.

What All Models Have in Common

Each of the five companies has approached the hybrid format in its way. But all solutions have four key components that allow the system to work sustainably:

• Taking employee opinions into account
• Clear definition of formats: by role or department
• Thoughtful use of technology for equal participation
• Willingness to adjust the model as you go

A simple video call no longer solves all problems. The hybrid work format is a strategy. And every company will have its own.