Making Hybrid Working Inclusive Nearly 9 in 10 workers don’t want to return to pre-Covid working patterns, according to new research into the impact of hybrid working. Without improvements in management attitudes and behaviours, and a more proactive approach to planning and support, this new model could present distinct challenges for some worker groups, including disabled workers, parents, and those with caring responsibilities.This research draws on surveys of 964 managers and 1,000 remote workers, and additional engagement with frontline advice services. It has informed the development of a practical guide for employers and a briefing for policymakers.in association with Key actions for employers Research Report While some workers are benefitting from a shift to hybrid, others are facing new challenges Managers are aware of the benefits remote working brings, with the largest proportion of managers identifying positive impacts for parents (49%) and carers (43%). Furthermore, evidence from our employee survey finds that disabled workers are 1.3 times more likely than non-disabled workers to be working remotely (57% compared with 44%) and that working remotely was valuable to disabled workers as it allowed them to better manage their energy or their condition. Working from home can mean reduced visibility in the workplace which may result in different rates of progression for some workers. This could affect those who may already face disadvantage as a result of structural inequalities in the workplace and who may be more likely to work remotely, such as disabled workers. Managers themselves highlight concerns about staff missing out as a result of hybrid working - particularly younger staff (under 24 years old), women and those with caring responsibilities. Read the ReportWork Foundation article Key Actions for Employers Our Employer Guide makes clear recommendations for the actions that organisations can take to best support their staff through a structured, consultative approach to hybrid working: Communication and consultation with staff is essential - This needs to be a continual process and ensure you take account of hours worked and other pressures. Consider implementing a right to disconnect to ensure employees don’t burn out. Ensure managers are adequately trained and prepared to manage hybrid teams and role model hybrid working. Develop action plans around hybrid and remote working which prioritise diversity and inclusion. Read the Employer Guide Other resources Management Transformed Building Strong Foundations Better Managers Roadmap Better Managers Manual Related Information 104 entries found Topic: Equality and Diversity How can managers help remove barriers facing disabled employees? We ask how managers can better support disabled employees at work (and what support managers themselves need) Read article Article22h Topic: Workplace Culture Is middle management just a “thankless slog”? Data says young people see middle management as an overburdened and underpaid position – so what needs to change? Read article Article22h Topic: Personal Development “I felt I could never let myself do anything wrong, which isn’t healthy” Tegan Ryan CMgr MCMI, our Chartered Manager of the Week, on learning to delegate and build a better work-life balance Read article Article6d Topic: Productivity Networked growth: how managers can help unlock the UK’s potential At a CMI event, Andy Burnham broke down his vision for a prosperous future – and why collaboration is key Read article Article7d View more
