Work Smarter to Live Better - Understanding the new expectations of the UK workforce when it comes to hybrid working - Microsoft
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Work Smarter to Live Better Understanding the new expectations of the UK workforce when it comes to hybrid working
The Future is Hybrid:
Helping Organisations
Work Smarter to Live Better
At the end of 2020, Microsoft Surface conducted research
to understand the habits and new expectations of the
UK workforce when it comes to hybrid working. In-depth
interviews were conducted with senior business leaders
across the UK, in addition to a YouGov research survey,
which took place online with over 4,000 UK office workers
surveyed. 1 The findings of this report have been analysed
in partnership with the Chartered Institute of Personnel
and Development (CIPD), the professional body for HR
and people development.
1
Total sample size was 4282 employees surveyed that work in an office, of which there were 2863 that work in
an office and work from home. Unless otherwise stated, the findings in this report relate to the 2863 sample that
work in an office and work from home.
2
Contents 4 Foreword
Ben Willmott, Chartered Institute of Personnel and Development
6 Executive summary
Howard Lewis, Surface Business Group Lead, Microsoft UK
8 Chapter one:
Embracing hybrid working habits
12 Chapter two:
Employees feel well-equipped for hybrid working
16 Chapter three:
Working from home makes people happier
19 Chapter four:
Although we’re happier working from home,
we’re under increased pressure
24 Chapter five:
We’re missing those water cooler conversations
27 Chapter six:
Career development seems harder to achieve remotely
33 Chapter seven:
Dedicated “Heads of Remote” drive employee satisfaction
36 Chapter eight:
Preparing for the future of hybrid work
3
Foreword We are delighted to be partnering with
Microsoft Surface on this important research
Yet, many report being stretched further
than before, and more than half (53%) agree
We see the emergence of four timely themes
in these findings for organisations and
into hybrid working. The continuing impact they feel they have to be available at all people professionals.
of the COVID-19 pandemic has triggered times, and work longer hours and take fewer
the biggest homeworking experiment we breaks (52%). It is therefore crucial that line
have ever seen in the UK. It has opened-up managers are ensuring that workers are
mindsets about the possibility of remote not over-working and that organisations “It is clear that more
working, with previous CIPD research are supporting the physical and mental employers intend to adopt a
showing that productivity levels have wellbeing of all employees. This will require
hybrid mixture of home and
remained constant, or even improved senior leaders to model the behaviours
throughout this period. they expect of others and for businesses to workplace working in the
However, this is not home-working in focus more on equipping managers with future and this is certainly
normal times – much of this experience has the people management skills they need positive as it can provide
to manage and support more home and
Ben Willmott, CIPD Head of Public Policy
been enforced home working and many
remote workers.
greater employee flexibility
people have been dealing with a range of
and work-life balance, and
additional pressures and anxieties. It is clear that more employers intend
to adopt a hybrid mixture of home and support greater diversity
This research clearly shows that over half
(56%) of workers surveyed are happier workplace working in the future and this is and inclusion.“
working from home and a similar proportion certainly positive as it can provide greater
say they have a better work-life balance employee flexibility and work-life balance,
(57%). Furthermore, not having to commute and support greater diversity and inclusion.
has freed up personal time for many people, Importantly, our review of the home-
who have used it to focus more on what working evidence also suggests that partial,
matters to them. voluntary homeworking can help to create
good quality jobs.
4
Four themes for 3 Put health and wellbeing front and centre
organisations and people
Ensure that employees are not over-working and remind
them about the importance of maintaining their physical
and mental wellbeing and taking regular breaks, fresh air
and exercise. Make it clear to all employees any health and
wellbeing support you have available. Crucially, ensure line
1 Support hybrid workers through good
people management
managers understand the importance of showing empathy
and providing support and flexibility in their approach to
Design work processes that suit all locations, people management, regardless of whether their staff are in
concentrating particularly on knowledge-sharing, the office or working remotely. These behaviours are central
co-ordination of work and team relationships to to building trust in the employment relationship and for
encourage performance and innovation. managing and preventing stress and helping staff balance
Encourage line managers to: hold regular catch-
ups with employees to discuss any work and
2 Ensure fairness of opportunity
Ensure ongoing access to development
work and personal/domestic responsibilities.
personal concerns they might have; make any and career conversations for all
4
reasonable adjustments that are needed at home employees. Make sure there is a fair
Offer a range of broader
or in the physical workspace; set clear objectives allocation of work and opportunities,
flexible working options
and manage by outputs rather than inputs. and record training and development
sessions so that employees are able to Go beyond remote working and look
catch-up at a time that suits them. at introducing wider flexible working
options like job shares, compressed
hours, flexible start, and finish times.
Support flexibility from the start by
recruiting flexibly and making the right
to request Flexible Working a day 1 right.
5
Executive 2020 was a watershed year for workplace
digital transformation. Out of necessity,
findings to senior business leaders in the
UK for their expert opinions. The results,
It seems that whilst staff
perceive their home
summary
organisations accelerated their analysed in partnership with the CIPD, are a
modernisation journeys – making significant fascinating window into the ways in which environments to be happier
digital infrastructure investments to support we have adapted - including how we use places to work, in reality,
remote operations and embrace new ways our devices and structure our working days working for long periods of
of working. This collective shift has changed to compensate for the limitations of virtual-
the nature of work. Flexible working has only connections. The results also point
time away from colleagues
taken on a whole new meaning, with remote to a number of factors that organisations is potentially having a
work suddenly feeling ‘the norm’. Employees must navigate in the months and years detrimental impact on
have been empowered to think about ahead, including how business investment
individuals’ everyday lives
where and how they are most productive, priorities will require change to keep up
whilst employers have been tasked with with employees’ new demands, and the
and lifestyles, due to new
ensuring the devices they provide to their challenges associated with developing talent pressures that have arisen.
Howard Lewis, Surface Business organisations are fit for today’s purpose. and protecting equality of opportunity
Group Lead, Microsoft UK The ability to successfully support remote remotely.
operations and distributed teams is now
The findings do suggest a disconnect
indispensable for business resilience and
between employee experience and
innovation, with technology playing a
employee expectation. Whilst staff are
vital part.
generally feeling healthier and happier
To better understand the changing working from home, and would like to
workplace and the role technology has in maintain this new working rhythm, many
supporting this paradigm change, Microsoft report longer working hours and are looking
Surface conducted a large-scale survey of for employers to provide more resources to
thousands of UK employees and put our support mental health.
6
That’s why, as firms across comes the requirement for the right tools Microsoft Surface is focused on empowering
It is clear UK
and devices to keep us collaborating, organisations with modern technology to
the UK are currently taking workforces will
connected and able to find balance in our help navigate this pivotal transition and
a digital-first approach, few day. It is a chance to refocus on what matters support employees in the new hybrid era. need to:
plan to have a 100% remote – giving people the devices and support to The shift to hybrid working has presented
workforce for the long term. be more productive and creative at work, so organisations with a golden opportunity Address critical questions
that they can lead richer and more satisfying to revisit the role of technology in the about resilience and
The likeliest scenario is that most
lives – wherever they are. workplace, and therefore unlock the broader workplace culture
organisations adopt a hybrid working
opportunity to innovate and reimagine the
model, wherein the workforce is split Help employees mindfully
world of work.
between working remotely and working disconnect
in the office. What the office will go on Foster a culture where
to physically look like remains unknown, people and performance
with leaders examining the benefits of can both thrive
adopting co-working spaces, moving to
Help employees remain
satellite offices or redesigning their existing
flexible with devices that can
office infrastructure. Regardless, adopting a
seamlessly integrate from
hybrid model offers the best of both worlds:
the desktop one minute,
structure and sociability on one hand, and
to being just as productive
independence and flexibility on the other.
when on the go the next
With all these considerations and challenges
Create a new team
standard where connection,
collaboration and well-being
are not just valued, but seen
as vital to success
7
Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Chapter one
Embracing hybrid
working habits
8
Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Hybrid work habits
Work from home policies in UK organisations
have evolved in recent months as follows:
The response to this public health moment
has shown that UK organisations can
shift operations swiftly when their needs
24% 33%
demand it. However, the scramble and
upheaval of the early days has given way
to a more deliberate and thoughtful already had a introduced a
approach to managing remote work. The
policy in place policy for the first
new research reveals almost 9 out of 10
time
(87%) say their businesses have adapted
to hybrid working. The majority of leaders
have evolved their work from home policies
to support staff and their well-being, which
has required looking at everything from
30% 10%
employee benefits, to training, to roles and recently updated still do not have a
responsibilities. or adapted an policy
existing policy
9
Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
As a result of these new and updated As one C-suite leader interviewed said, positive. Steve Dalton, Managing Director “we have communicated
work from home policies, brought about of Sony UK Technology Centre stated: “we
“It has taken a pandemic to more now than ever. I have
by COVID-19 restrictions, employees have communicated more now than ever. I
are embracing remote working. Three- realise the vision of many CIOs have sent far more frequent communication sent far more frequent
fourths (74%) of those surveyed agree their who have been driving for bulletins to our staff on the status of our communication bulletins
company actively encourages them to work
workplace flexibility for a long company, our business situation and my to our staff on the status of
from home (in accordance with government personal thoughts and experiences. The
guidelines and their personal needs). Of
time. It had been drowned out feedback we have received is that staff are
our company, our business
those whose organisations have a formal by other business imperatives, almost waiting for these updates – they want situation and my personal
working from home policy, 63% disagree but the pandemic has unlocked to know what we are doing and what I am thoughts and experiences.
they feel pressure to work from the office, thinking – so we have several mechanisms
a lot of forward thinking out of The feedback we have
even if guidelines allowed them to, and two to make sure it reaches everybody.”
fifths (41%) of employees have chosen not to necessity, rather than desire.” received is that staff are
Clearly, organisations and their employees
go into the office since the start of the first Many recognise that COVID-19 has been have adapted to this new reality, and new
almost waiting for these
lockdown. the external stimulus to drive disruptive policies and processes will help ensure that updates – they want to
transformation. Change such as this can staff are kept updated and hybrid working know what we are doing
be beneficial and bring with it a newfound
63%
remains the norm long after it is safe to
resilience within organisations.
and what I am thinking
return to the office.
– so we have several
disagree they feel
pressure to work from
41% A common finding from the business leaders
interviewed was the importance of regular mechanisms
have chosen not to go
the office and open communication throughout to make sure it reaches
into the office since
such change. Since the onset of COVID-19
the start of the first everybody.”
leaders have been communicating with
lockdown Steve Dalton, Managing Director of
their workforce more than they ever have
before, and the impact of this has been Sony UK Technology Centre
10Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
How critical was communication in Will you return to the office or
Case study supporting the workforce? maintain a hybrid approach
The one thing that we have done well right moving forwards?
from the beginning is communication. Our We have a working group in place
internal communications team worked really considering all options that would work
hard to make sure that we had a regular for the business and our people. We are a
drumbeat of constant messaging, ensuring business that thrives on collaboration and
we were clear in what we were saying we do have colleagues who need to be in
and that people heard directly from the the office for a number of different reasons.
leadership team. Hearing from our leaders We need to consider all of the learnings from
How have your operations was a point of difference and we were very the past 12 months to find the best solution
Lorraine Culligan,
adapted as a result of COVID-19? honest in our positioning. None of us had for the business that allows us to be more
Group Director, People and
In September 2019 we launched a new faced this type of situation before, so we flexible and agile, all against the backdrop of
Culture at Primark Stores
initiative, Your Day, Your Way, which gave were learning as we went and gave constant supporting our teams in store and ultimately
our head office colleagues the opportunity updates on what we knew in our customers.
Primark operates in over 380 stores that moment.
to work more flexibly in a way that suited I am very proud of how our people adapted
in thirteen countries across Europe
them. This included working from home Our digital learning platform was also to such new and unfamiliar ways of working
and America, with approximately
one day a week and optional 2pm finish on useful giving our colleagues easy access to so quickly. I think it really comes down to
70,000 staff. Here, Lorraine Culligan,
Fridays. As part of that roll-out we issued information and guidelines to support them. individual circumstances and the jobs that
Group Director, People and Culture,
everyone in our offices with new equipment The technology enables everyone to learn people need to do. Some individuals really
discusses how it has supported its
to enable them to work remotely whether more flexibly to suit different needs – our enjoy being in the office and socialising.
staff at different stages of the global
that meant from home, another office or a digital platform enables our people to access However, if we have learned anything from
health pandemic.
store. In hindsight, this was of great benefit the information they need when it suits the pandemic it is that people can work very
as otherwise we would have faced a much them, rather than being at a prescribed time. effectively from different locations and I
‘Stay connected from the bigger challenge in March 2020. would expect a more blended approach in
top floor to the shop floor’ the future.
11Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Chapter two
Employees feel well-equipped
for hybrid working
12Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Equipped for hybrid work
Along with the right policies and processes, the face of new working habits. 73% of
an effective hybrid workplace also requires respondents agree that their organisation’s
the right technology. Fortunately, the data security measures make them feel that their
shows that the majority of organisations devices are well-protected when they work
have stepped up to prepare and support from home. One CIO interviewed from the
their workforce for hybrid working with not-for-profit sector deployed 1,000 laptops
suitable tools such as Office 365, Microsoft to their workforce in six weeks, with security
Teams and instant messaging. Nearly half a key consideration:
of employees (49%) surveyed that work in
an office and work from home said their
“The project was delivered with
organisation has upgraded or introduced security as our first priority.
new communication tools, and 65% agree We’ve also made our security
that their organisation has provided
function available to staff on
them with everything they need to work
effectively from home. Only 15% agree the
a personal level, making sure
collaboration tools they use are not effective, they get proper virus protection
and only 16% agree they did not have the on personal devices at home.
right technology to work remotely.
By addressing their personal
Furthermore, given the increased risk of
network, we’re increasing
security vulnerabilities associated with
remote working, organisations have taken security awareness across the
extra steps to secure their operations in workforce.”
13Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
However, amongst the business leaders Further investment and support such as
Microsoft Security on Surface
interviewed there was not a clear consensus this, including providing employees with
on how secure their remote workforces secure devices, will not only keep businesses Security protections maintained by Microsoft
are, suggesting a disconnect between the operational in the face of large-scale
confidence of staff and senior leadership changes to working habits, but also help
are built into every layer of a Surface device.
teams. Whilst many leaders felt that staff prepare employees for a longer-term future Our customers use Surface devices across
were well equipped, they were closely of hybrid working.
a variety of mission critical scenarios –
examining the potential risks of home
personal networks. from collaboration in Office on important
documents, to Microsoft Teams calls with
As one CIO stated, “We need
to come up with solutions that co-workers across the globe. Providing robust
allow people to operate in an protection against the latest malware and
‘always-on’ scenario. If you ransomware is a critical goal. Endpoint security
make everyone an extension enables organisations to manage devices
of the office, what used to be through the cloud wherever employees work,
5,000 people in one building to stay secure and maintain control.
suddenly becomes 5,000 people
in 5,000 buildings. That work to
build a larger wrap of security
is more complicated, so I expect
to see an increase in the volume
of spend on cybersecurity over
the next five years.”
14Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
from how we communicate within the team What other support have you offered
Case study to how we hire. However, our productivity to remote staff?
levels have stayed the same. There are
As we progressed through the various
small examples where it may have gone
lockdowns we were able to learn from what
up or down, but on a whole we are just as
had come before. This meant we could do
productive as before.
certain things that we knew would make
What are some of the challenges you working from home a little bit easier and
faced in terms of equipping your communicate how the organisation really
staff to work from home? cares. Our communications team really
wanted to support the physical and mental
Our staff are equipped with a work
How has COVID-19 impacted the well-being of our staff as we know how
Dr David Greenberg, computer to get their job done and those
organisation? difficult it can be to adapt to new scenarios
CEO and Founder, Eave devices are secure as can be. What has been
The way we do business has changed and the and different working routines. Recently,
on my mind is connectivity. One of the most
way we operate is very different compared to we sent everyone a plant to bring some
frustrating things is when staff are on a video
the start of 2020. We have always had a ‘Work greenery into their home space and a
call and it gets disrupted by a connectivity
Eave creates technology to prevent branded water bottle to stay hydrated. We
From Home’ policy and prior to COVID-19 issue. We probably will not be able to get
occupational deafness, with a also gave everyone a £10 voucher to buy
around 80% of our team were regularly in the involved in having new cabling put in for
mission to eliminate the isolation and something that made their work from home
office; the other 20% worked flexibly. Now, we people’s home networks, but one solution
loneliness caused by hearing loss. space better and which they could show to
have seen four or five waves of change and could be to make a budget available to
It is based in Central London. other staff in our virtual catch-ups. All of this
when offices are open we have around 30% of staff so they can upgrade their connection
Dr David Greenberg, CEO and was in addition to virtual coffee mornings we
the team on-site. to whatever the fastest broadband option
Founder, discusses how the business hosted, which aimed to recreate that social
has equipped its staff for working For our customers, we have had to change is. If you can avoid disruption caused by
feeling of seeing people face-to-face.
the way we organise deliveries, installation connectivity issues, you can address a source
from home.
and training. Internally, it has impacted of pain that is causing some people to come
almost every level of our business operations into the office to meet face-to-face.
15Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Chapter three
Working from home
makes people happier
16Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Happier at home
This new way of working has provided Furthermore, not having to commute has freed up personal time for many
people with an opportunity to live life to people, who have used it to spend more time on what matters to them:
a different rhythm, and UK employees are
embracing the opportunity. According to
the survey, 44% of people are working the
same number of hours that they did before,
but to a different pattern based on the
75% 79% 70%
spend more time are better able to have more
schedule that works best for them. Nearly
half (48%) take their full lunch break without with friends and balance running time to invest in
feeling guilty most days, and 55% use their family their households their personal
lunch break to focus on their personal life. with work well-being
17Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Working from home is also allowing “When we first started working from home everyone said they
individuals to develop their skills elsewhere;
33% report that it allows them to pursue
33% couldn’t work that way. Now, staff are saying if they have to come
report that it allows
their own hobbies and interests. back into the office, they will no longer want to work here at all.
them to pursue their
When it comes to working from home, own hobbies and
We have had a complete change in people’s mindsets. Our staff
there’s evidence people want this to stick, interests now believe they’ve got the tools they need to do their jobs even
with 56% reporting an increase in their when working from home. I think our workforce will remain virtual
happiness levels when they work from
moving forwards and this will mean smaller offices that are less
home. Nearly one in five (17%) would not
choose to go back to the office to work
56% traditional and more focused on collaboration and engagement”
when the restrictions have been lifted. reporting an increase COO in the healthcare sector
in their happiness
These findings have profound implications
levels when they work
for business leaders in the UK and around
from home
the world. If the majority of their workforce
is happier working from home, this creates
17%
new mandates and incentives to build an
effective hybrid workplace that works for
everyone. would not choose to go
Businesses will need to explore how to make back to the office to
better human connections for its hybrid work when the
teams, with technology such as life-sized restrictions have been
video and clear audio. The Surface Hub 2S lifted
can bring people together wherever they
work. Meet, move and collaborate without
boundaries.
18Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Chapter four
Although we’re happier
working from home, we’re
under increased pressure
19Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Under increased pressure
Whilst many people and organisations have caused by being based at home comes at “Mental health is a real issue
enthusiastically embraced the shift toward the cost of visibility – meaning staff feel they
and I have had to come to terms
remote working, the hybrid workplace need to show their worth by putting in a
comes with challenges. More than half of longer shift. with it myself. As an extrovert
employees feel happier working from home,
Staff are mindful of this, however. As a result getting energy from being
and 46% feel healthier.
of these new pressures, for more than a third around people, to being stuck
However, this overall positive sentiment of people surveyed (36%), mental health and in a virtual prison of four walls,
towards working environments does not resilience resources were the most popular
has affected me on a personal
necessarily translate to the work itself. option when it comes to selecting training to
build remote working skills. Employees want level. There is an increase in
Many employees report that they are being
stretched further than before in the work the happiness they experience working from people becoming more aware
home to translate across their various work
they need to deliver. Nearly one in three of this mental health risk and
demands. However, respondents surveyed
(30%) report an increase in their hours
report that only 29% of organisations have
it is becoming more socially
whilst working from home, and more than
half (53%) agree they feel they have to be introduced additional benefits and resources acceptable to talk about it. The
available at all times, and work longer hours, to support employees’ physical and mental next challenge with flexible
well-being.
and take fewer breaks (52%). working will be addressing
Senior leaders acknowledged the challenge
These findings suggest a disconnect people who no longer have to
between staff sentiments and employer of supporting mental health and well-being
amongst their staff, with one noting:
commute to the office but are
demands. The positive impact on happiness
choosing to fill the time saved
with even more work.”
20Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Another challenge identified by leaders was In general, there’s a large discrepancy in
how to recognise changes in behaviour and employer support for physical and mental
provide support to staff when they are fully well-being across industries. The survey
remote. Atif Hafeez, CFO in the B2B Private shows that employees working in industries
Equity sector, stated that bringing in external that have been most impacted by the
specialist support was one solution to this: public health crisis are receiving the least
support; for example, of those who said
“Unlike the pre-COVID working that their organisation has introduced
environment, we don’t have the additional benefits and resources to support
luxury of in-person meetings their health and mental wellbeing (29%),
fewer than 2% of those were working in
when our teams are working
medical and health services. By contrast,
from home. Therefore, we are the industries investing more in employee
training our team managers health and well-being, such as finance/
as to how to be more effective accounting (18%) and IT/telecoms (16%),
are also the industries where employees feel
under the given circumstances.
best supported.2
Previously the external counsel
was enlisted only when it
was specifically needed. Now, 2
Of the 53% of respondents who said they have felt
we are having to retain the well supported by their employer during this time, the
breakdown by industry was as follows: IT / Telecoms
external counsel to support our (17%), Finance and Accounting (15%), Media/ marketing/
advertising/ PR & sales (12%), Construction (9%),
staff because the need for that Manufacturing (9%), Legal (9%), Retail (6%), Hospitality
and leisure (3%), Transportation & distribution (2%),
is rather regular.” Medical & health services (2%), Education (1%), Real estate
(1%), Other (13%).
21Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
How have you managed remote we bring everybody together so people can
Case study working for frontline staff? see staff they may not interact with on a day-
to-day basis. We have also offered clinical
For frontline staff it is difficult to manage
supervision, via a trained professional with
work that takes place in isolation. If you are
a psychotherapy background, to the whole
working with trauma, alone and in a personal
organisation. This could be via a group
setting, it can be very challenging. We
session with all our helpline staff or one-to-
recommend that staff who work with trauma
one if a staff member needs to reach out
have a really clear boundary between home
to this person anonymously for additional
and work so they do not bring it into their
support. We have always offered that to
personal space. For these staff members, co-
frontline staff, but we have rolled it out more
location is really important as they learn and
Suky Bhaker, CEO, broadly, as the well-being of all our staff is
get support from their peers so where we can,
Suzy Lamplugh Trust absolutely imperative.
we try to bring these people into the office.
Continued...
We really try to maintain the informal and
Suzy Lamplugh Trust is the UK’s
formal connectivity we have across the
personal safety charity and leading
organisation, such as staff meetings where
authority on stalking, having run
the National Stalking Helpline
since its launch in 2010. Here, CEO
Suky Bhaker discusses how it has “We really try to maintain the informal and formal connectivity
supported frontline workers as its
we have across the organisation, such as staff meetings where
working operations changed due to
the global health pandemic. we bring everybody together so people can see staff they may
not interact with on a day-to-day basis.”
22Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
What challenges have you faced? environment. We have ensured that has
been implemented in our own work from
Overnight, we had to ensure that the
home policy, ensuring that there are robust
National Stalking Helpline was able to
safety mechanisms in place to help staff
operate remotely. It was completely office-
carry out their work safely.
based so we had to introduce a new virtual
control centre. This has meant we have had Do you think you will go back to a
to offer specialist training, ensuring our staff full-time office operation?
can operate the virtual control centre and
We have never been 100% office-based and
embedding it within our working culture.
I think that will remain the same. I expect
We have also had to introduce or update
that there will be a greater level of remote-
our policies for working from home which
working after the pandemic depending on
includes a more detailed component around
the specific roles in question.
cyber safety and cyber security. We have
seen an increase in spam and phishing I think it largely depends on the individual.
emails come through to the Trust, so we If the role doesn’t require them to be in
have had to make sure our staff are up to the office or delivering face-to-face work
date on best practice to work safely from for a victim, it makes sense for us to offer
home. a greater level of flexibility. We will be
speaking with our colleagues across the
A lot of the work we have done with other
sector to understand what is working for
employers has been around how most
other organisations, as niche and specialist
home workers are lone workers – meaning
frontline support services will need to adapt
policies and procedures need to be in
based on victims’ needs.
place to ensure they have a safe working
23Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Chapter five
We’re missing those water
cooler conversations
24Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
As many adapt to hybrid work, the importance of large
Human connection screen, collaborative devices such as the Surface Hub
becomes apparent. Surface Hub 2S enables businesses
Employee satisfaction depends on a remains those who have happily adapted to
to run all their critical applications, utilising the massive
number of factors, chief among them remote work. Businesses will need to enable 4K PixelSense touch and ink enabled screen, Microsoft
being relationships with co-workers. The teamwork from anywhere, with devices that
Teams certified audio and video and an array of
data shows that employees miss seeing can bridge the distance between remote
their colleagues in person, and that the workers and those who have returned to the onboard sensors. Workers can collaborate, bridging
opportunity for social interaction is a key office, such as the Surface Hub. the distance between those in the office and those at
driver for people’s decision to go into the
Whilst many organisations initially set up home for a powerful and productive meeting.
office when guidelines allow. When possible
time for employees to socialise online,
due to COVID-19 restrictions, more than a
only 39% of people surveyed reported
quarter of people (27%) have chosen to go
their employer organising regular virtual
into the office to meet with their colleagues
social meet-ups when working from home,
in person. For the majority (65%), socialising
and just over a third (34%) said that their
is what they miss most when they work
employer actively encourages them to take
remotely. When it is safe to return to the
time out from regular work to socialise
office, 62% would seize the opportunity to
virtually.
go into the office to work with colleagues,
As a result, a majority of employees (60%)
and almost a third (32%) would do it to
report that they feel less connected to their
socialise in person.
team and colleagues whilst working from
Whilst there is a large volume of employees
home.
eager to meet up in person, there still
25Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Business leaders interviewed also noted Organisations face a balancing act in
a disparity in socialising between long- creating more opportunities for employees It is completely understandable that employees will be missing opportunities for
standing staff members and newer hires. to virtually connect with each other outside human interaction with their colleagues. It is therefore important that organisations
Suky Bhaker, CEO of Suzy Lamplugh Trust, of the context of work obligations, at a time and managers build in time and space for employees to connect with one another.
noted that when employees are experiencing more of
We are all different and might need different levels of interaction, depending on our
“The organisation is almost operating their personal lives digitally too. The fatigue
personalities, interests and our personal circumstances. It is therefore a good idea to
within two slightly different cultures: caused by numerous virtual family quizzes
offer voluntary opportunities for colleagues to connect – after all, ‘forced fun’ is
one which the older staff members are alongside virtual staff meetings, for example,
no fun.
already used to, and one where newer must be closely monitored. However, for
staff members have not had a chance to those staff craving social interaction, virtual Think about setting up regular team virtual coffee break drop-ins and organisation-
mingle with the broader organisation. experiences provide an opportunity for wide opportunities for employees to connect such as through virtual exercise classes,
We have lost that informality where you companies seeking to bolster employee choirs, book clubs or special support groups.
might just walk into the office and meet engagement and satisfaction. This is an Also tap into people’s creativity and ask staff to suggest their ideas for building in
and speak with a colleague from any important consideration for all remote more social interaction and fun into the working week.
department”. employees, but particularly so for those
For new members of staff make sure they are given a supportive induction and
It is a sentiment shared by a senior leader in who have been abruptly transitioned out
consider setting them up with a buddy to help support them through their first
the healthcare space: of the office. There needs to be a new
few months.
team standard created where connection,
“People who are newer to the Finally, provide flexibility so that employees can choose what activities they want to
collaboration and employee well-being are
organisation do not have such strong engage with. Staff face demanding workloads and often competing demands on
all balanced.
relationships. To bring people together them from both work and home, so being able to take-part in social interactions at a
we have hosted virtual events such as
time and via a medium that suits them can provide a sense of balance.
quizzes and wine-tasting. There are also
special interest groups that form which
take a life of their own and do not need
support from the organisation.”
26Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Chapter six
Career development seems
harder to achieve remotely
27Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Career development
Moreover, nearly half (48%) feel that they need to communicate more to
demonstrate their value, and 36% said that it is harder for them to make
With the shift to hybrid working, both an impact when they are working remotely. To address these concerns,
organisations and employees are having people are working longer and harder to make an impact:
to adapt to new ways of assessing and
measuring performance in a virtual
environment. This can be a source of anxiety
for many people, particularly those in highly
visible or collaborative roles that have
31% 52% 42%
feel they have to be are working longer are working longer
traditionally relied on in-person interactions.
twice as productive hours and taking hours as they are not
Whilst half of those surveyed (52%) disagree
when they work from fewer breaks having to commute
that they are concerned that working from
home will have a negative impact on their
home to and from work
career progress, this is still a concern for
nearly one in four (24%). And one-third
(32%) worry that “out of sight” means “out
of mind” when it comes to promotions.
28Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Helping hybrid workforces learn, grow, Business leaders also highlighted how “Working from home is presenting a particular issue for
develop and thrive is unchartered terrain for development for staff in interactive roles,
the development of junior creative staff. Much of their
many organisations and managers without such as designers and engineers, will require
the traditional signals and cues that they a different approach when they are remote development comes from watching and learning from line
would have in a physical office. And for working. Martin Burkitt, HR Director at managers and this is not so easy when you have to book
employees who want to ensure that they Green Park Content, noted that “Working a meeting with them. It is different when you are in the
remain visible while working remotely, from home is presenting a particular issue
collaboration tools and technologies will for the development of junior creative staff.
office and can ask someone to look at your screen to see
play an increasingly important role. Much of their development comes from what you are doing.”
watching and learning from line managers Martin Burkitt, HR Director, Green Park Content
As a result, leaders are shifting their focus to
and this is not so easy when you have to
measuring results and outcomes, as opposed
book a meeting with them. It is different
to the time spent at a task or project. As one
when you are in the office and can ask
CIO put it, their organisation looks at
someone to look at your screen to see what
“a culture of ‘commitment-based
you are doing.”
management’. If someone makes a
commitment to do something by a A one-size-fits-all approach cannot work for
certain date, within a certain budget all staff, and policies need to factor in the
and with a certain outcomes, we expect varying needs of specific roles.
you to meet that commitment. That
commitment is made voluntarily, so if
they fall short the question becomes why,
as those expectations were not forced
upon you.”
29Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
What challenges has the move to introduce new software which our managers
Case study remote working presented? can use for remote project management
control.
Prior to COVID-19, working from home was
quite rare in this sector of the company. We Similarly, we now have software engineers
operate in an industry where there are some writing software for test development from
people who are making and producing home and they are delivering it in a faster
things, so they simply cannot do their job timescale than they normally would. They
from home. There are others though who still need to come together with the wider
have the potential to work from home team on-site though, to install this software
as an enabling function, this is where the into machinery, review it and then go back
opportunity to try new ways of working to working from home again. We have
Steve Dalton OBE, found this approach worked particularly
have emerged. It has made working from
Managing Director at Sony well for our environment and staff are quite
home quite complicated for our workforce
UK Technology Centre efficient working this way.
who are required to interact quite a lot. We
found that, we could split the workforce Continued...
The Sony UK Technology Centre is
between those who are needed on-site to
a manufacturing and operational
produce items and those in supporting roles
centre based in South Wales.
who can do their job from home. One of the
Here, Steve Dalton, Managing
challenges for example, was supporting our
Director, discusses how the Centre
engineers who require access to confidential
has maintained productivity
software that is connected to other internal
amongst staff – both on-site and
groups, and find efficient and secure ways
in home environments.
for these teams to interact. This meant
we had to learn and adapt for new home
working practices and procedures, and
30Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Why do you think staff are more are more inclined to interrupt in a physical an eye on what our team members need. interaction with their manager as they might
efficient? meeting than an online meeting. There does At this stage there may be a need for some have done in the office. We need to remove
seem to come a threshold though – when refresher training for managers about how our own biases when reviewing people’s
You can at most times work efficiently from
a meeting is bigger, with thirty people for they approach performance management to performance, as people’s performance
home as you are not disturbed – provided
example, it can feel more isolating. judge the performance of employees. will be fundamentally different right now
you are not interrupted by a pet,
compared to last year. As a result, we
partner, child or home delivery for example. For this reason, we have increased the It needs to be done on a much more regular
will have to think quite differently in our
However, those disturbances are different support that our learning and development basis as people who have been working
judgement mechanisms.
from the disturbances you experience Sony Wales Academy offers to all staff, from home will not have had as much
on-site. Being at home is a more relaxing and focused a lot of our efforts on helping
experience as a result. people learn how to use these online tools
effectively. What has been interesting to
Meeting efficiency has dramatically
see is that some teams have started new
improved utilising Microsoft Teams. If
initiatives and found new ways to share
you are physically sitting in a room with
their knowledge with their colleagues by
twelve people debating something, it is
organising internal master classes online.
not uncommon for the conversation to
The fact that people are not physically in a
be taken away from the topic at hand by
classroom has not stopped their learning
one or two people or one of the stronger
and development – and some courses may
characters influencing the conversation
even be more productive than their physical
or even diverting the conversation away
equivalents.
from the topic or decision at hand. When
you are on a Teams call at home, everyone Are you planning to offer other
is on the screen and everyone is listening, training to staff?
heightening the concentration and attention
Our training and development team offer
level. The ability to raise a hand allows for
support on an ongoing basis throughout
a better meeting protocol as well; people
the year, and they are constantly keeping
31Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
To ensure that all employees have fairness of
opportunities, line managers need to provide:
It is clear that employees are worried • ongoing access to development and career
about the impact of working remotely on conversations for all employees
their career development, whether that • a fair allocation of work and opportunities
perception is real or imagined.
• recorded training and development
Previous CIPD research has shown that sessions, so that employees are able to
employees working flexibly, particularly catch-up at a time that suits them
those that reduce their hours, are more likely
• ways of enhancing and maintaining visibility
to indicate negative career implications.
for hybrid and home-workers – for example,
We want to avoid the emergence of creating opportunities to chair meetings, lead on
a two-tiered workforce - those present and work streams or run virtual presentations
visible in the office, and those who by choice
• support for staff development through
or necessity work at home/remotely.
promoting opportunities for digital training
Employers should maximise the use of courses and qualifications which can be
digital learning technology to ensure people accessed by remote and home workers as
who are working from home or remotely well as the wider workforce.
can build the skills they need to develop and
• equal access to the right technologies and
progress through access to online training
support to get their jobs done
courses and qualifications.
32Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Chapter seven
Dedicated “Heads of Remote”
drive employee satisfaction
33Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Employee satisfaction
More than half of employees surveyed (55%) reported that they
have had to invest their own time and/or money in creating a
The abrupt shift to a hybrid environment suitable home office set-up. These are the top benefits people
and the new and increased demands of would choose to support their remote working environment:
working remotely are leading to changes
in how people view employee benefits and
support from their employer. Whilst there
is still interest in conventional benefits
like private health insurance, people are
56% 51% 48%
a bonus to invest in high-speed new office
increasingly interested in benefits and
their home office broadband furniture
perks that help make remote working more
however they see fit
comfortable and efficient.
All of these choices rank higher than private health insurance (23%)
and bike schemes (9%). The data indicates that although people are
generally happy with their remote working status, they would welcome
additional support from their employer and greater autonomy in
creating a home office set-up that works best for them.
34Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Sarah Touzani, COO at Creditspring, took new roles). The findings show that more also to keep the wider team informed on our “We set up a national incident
an alternative view on health insurance, respondents surveyed in organisations that latest thinking and the elements of work we
group which ran all aspects
suggesting it should remain a regular benefit. have introduced these new roles agree that thought were appropriate for people to come
their employer organises regular virtual into the office for.” of response and an enablers
“Health insurance is going to be more
important, both for the employee and social meetups (57% compared to 33%) and Yet the majority of organisations have not group which dealt with all
employer. It means we know that when encourage their employees to take time out
assigned these roles or responsibilities. 62% of our requirements from a
an employee needs help, they can receive of work to virtually socialise (52% compared
to 27%) and build and maintain relationships
of those surveyed do not have a designated technology perspective.
it straightaway and in some cases avoid person or team responsible for overseeing
becoming unwell.” (57% compared to 33%). We also had a policy group
remote working in their organisation. Only
She went on to note other packages brought As Dr David Greenberg, CEO and founder at 19% said that new roles have been introduced that looked into all the policy
in to support the health of their staff: Eave, noted, specialist teams can help hybrid in their organisation to ensure employees are changes and new training
workers adapt to rapidly changing situations supported and working effectively.
“Physical and mental well-being is that was required. This has
and hybrid environments: “We set up what
really important, so we did arrange a
we call a ‘communications team,’ which is
These findings highlight the type of continued to run throughout
membership with an online gym, as that investments required for organisations to
was what people missed the most.” very similar to the general leadership team
successfully transition to a hybrid work
the pandemic and meets on a
in the company. During the first lockdown model. Investing in tools and technology like weekly basis. Our designated
To address these evolving employee
in March, we met every day in the afternoon
expectations, some firms have also created connected devices is a good start, but UK senior team, supported by
because things were changing so rapidly. The workers are also looking for more support
new roles and responsibilities for managers to
purpose of that group was to communicate
project managers, reports
help their organisations adapt to the hybrid from their employers in other areas, such as
to the wider team our interpretation of
opportunities for socialising, training and
into the Board as part of the
environment - with positive results. The
survey findings show that more employees
the guidelines and any changes to our
resources for mental health. governance we have put
standard operating procedures. At the end
in organisations that have introduced in place to manage all the
of that lockdown we continued using that
these new roles to oversee remote working
communications team because we found it a changes we have seen.”
reported feeling supported during this time
really good way to not only check on staff, but COO in the healthcare sector
(67% compared to 47% for those without
35Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
Chapter eight
Preparing for the future
of hybrid work
36Hybrid Work Habits Equipped for Hybrid Work Happier at Home Under Pressure Human Connection Career Development Employee Satisfaction The Future Of Hybrid Work
The future of hybrid work
As the survey results have shown, set workers up for long-term success in a Technology is only one component of
organisations everywhere have adapted hybrid world. Staff well-being will prove a successful hybrid model, but the right
to the unprecedented circumstances of a vital consideration, with technology solutions can be a game-changer. What
this past year and settled into the rhythms expected to reinforce healthy digital habits, started out of necessity has become an
of remote work. Now, as they look to the support productivity and allow for satisfying opportunity for organisations to reimagine
future, the vision for many business leaders home lives. their entire business strategies for the long-
is a model that combines remote work with term, starting with smart investments in
With Microsoft Surface, there is opportunity
face-to-face collaboration in the office. We connected devices and collaboration tools.
for business decision makers to re-
have moved from flexible work to remote At Microsoft Surface, we are committed
define workflow productivity and deliver
work, but are now moving to a new stage: to supporting UK organisations as they
devices that meet new expectations from
a hybrid-working future. The new world of navigate this seismic shift in the way work
workforces. Devices born with mobility
work means that home and work lives are gets done - helping organisations work
in mind, like Surface Duo, ensure you
heavily intertwined smarter to live better.
can do your best work at home, at the
Organisations will need to find balance. A office and everywhere in between. With
successful hybrid model requires examining Surface, organisations can simplify device
and, in some cases, reimagining the deployment and management and extend To learn more about the results of this study, or to
workplace culture, and the devices and advanced security across their infrastructure,
processes needed to support employees while employees collaborate freely and more speak with someone about sourcing tools to help your
in this new era. Employers will need to productively – they too can rest assured
organisation facilitate a successful hybrid working
think beyond the immediacy of device and mindfully disconnect at the end of the
deployment and examine technologies that working day. environment, visit the Microsoft Surface website >
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