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4 Myths About Hybrid Work That Hold Companies Back

By | Christina Rasieleski | Christina Rasieleski | Gogi Anand

Some leaders are having difficulty accepting the stark truth: Hybrid and flexible ways of working are here to stay. 

Those who cling to old norms anchored in mandatory onsite face time are missing an important opportunity. According to Glint data collected over the past year, flexibility is good for people and good for business: Employees who report satisfaction with work flexibility are 2.6 times more likely to be happy working for their company than employees who are dissatisfied with work flexibility. They’re also 3.4 times more likely to feel they’re successfully balancing work and personal obligations. 

“Employees are looking to their organizations to value their needs as full human beings,” says Amy Lavoie, head of strategic development for LinkedIn People Science, “and to trust them to make decisions about how, when, and where they work.” 

Unconvinced? Let’s examine four common myths about hybrid work and share a few tips that can move your organization forward in a world where more and more employees are taking advantage of three ways of working:

Hybrid work means some segments of employees work in the office while others work remotely. This may include having individuals who work some days in the office and some remotely. It may also include situations where some segments of the workforce are entirely remote and others are coming into work every day. For example, a company might have a finance team working from their homes and manufacturing workers who are present in the factory.

Remote work allows professionals to work outside of a traditional office environment. It is based on the concept that work does not need to be done in a specific place to be executed successfully. 

Flexible work refers to nontraditional work arrangements that consider an individual’s personal needs, often involving some degree of working remotely. Flexibility may apply to location, schedule, or both.

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