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 119 entries found Topic: Productivity Why remote work can make good companies feel worse than they are How problem-focused meetings, cognitive bias and remote routines are quietly reshaping employee perception Read article Article26d Topic: Productivity The YOU Model: a strategic framework for recruitment alignment Many organisations still rely on fragmented criteria when hiring, without a structured approach Read article Article1m Topic: Equality and Diversity Why DEI should be treated like finance Paolo Gaudiano explains why DEI should provide tools to help leaders monitor the ‘people health’ of their organisation Read article Article3m Topic: Neurodiversity “Neurodiversity is not a taboo subject” John Harle CMgr FCMI shares how his ADHD diagnosis has helped him understand himself – and shaped his leadership Read article Article4m View more
