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Analysis of individual and team level factors for effectiveness in the hybrid workplace

After the COVID-19 pandemic, most companies are adopting flexible working models that include on premises and remote work. These hybrid work models have brought many benefits to people and the environment: reduced commuting time, more focused work, improved work life balance and lower carbon emissions. However, organizations are navigating in the dark when it comes to interactions and behaviors that make hybrid work successful for everyone. Organizations need help navigating this transition while fostering their employees' creativity and wellbeing high.

In order to help business ventures, a company was created in 2013 with the aim of creating coaching and facilitation programs. The company is convinced that in a world filled with technology, the human mindset makes all the difference. During the last year, it redesigned its offer and set the objective to increase the impact both in terms of reach and effectiveness through technology. Indeed, given the recent transformation of workplaces and ways of working, current and potential clients report the need to address cultural issues such as inclusion, engagement, and effective collaboration, particularly when it comes to younger employees and new joiners.

To this end, the company feels the need to have an empirical investigation of the individual and group level factors that influence individual and team effectiveness in hybrid working. Therefore, a qualitative study was conducted with human resources managers from different sizes of company and sectors of activity in French-speaking Switzerland. The results will provide a more comprehensive view of the stakeholders' current needs, for the company to better support their clients in the transition to hybrid work from the human perspective. In this manner, the study complements the company's services with concrete data on what makes hybrid working successful.