International Journal of Science, Engineering and TechnologyAuthors: Neethu P Chandran, Vishwas G
Abstract: The onset of the pandemic has led to a radical experimentation on remote working, thus transforming fundamental beliefs of the location, time, and means for conducting business. Now that companies start to shift from the necessity-based remote working into hybrid working, management faces important questions regarding the future impact of such a change on organizational culture, productivity, and employee retention. This paper will provide empirical evidence on various hybrid working models in terms of their adoption among 50 organizations from the United States, Europe, and Asia-Pacific region (totalling over 50,000 employees). By using mixed methods including surveys among n=5,000 employees, in-depth interviews (n=150 managers), and productivity metrics (collaboration tool usage, completion rates for projects), the paper will examine the productivity and effectiveness of four hybrid working models: (1) Remote First, (2) Structured Hybrid (in-office days fixed), (3) Flexible Hybrid (flexibility left to employees), and (4) Office-Centric. Results indicate that Structured Hybrid provides higher productivity (+8.2% compared to pre-pandemic) and lower turnover (by 18%), while Remote First ensures better access to talents, yet poor mentoring. Flexible Hybrid is best received by employees but entails higher coordination costs.
DOI: http://doi.org/10.5281/zenodo.20666545
