Jeremie Brecheisen partner and managing director of The Gallup CHRO Roundtable argues in this HBR article that while flexible work arrangements can have a positive impact on employee engagement and productivity, they can also lead to increased stress and anger if not implemented correctly.

Findings from the report:

1. Employees who are working remotely or hybrid are more engaged than those who are working onsite full-time.
2. Employees who are working in their preferred hybrid style are less likely to feel burned out and more likely to be engaged.
3. Only 23% of employees strongly agree that their organization cares about their well-being.
4. Less than half of U.S. managers have received formal or informal training on managing remote or hybrid teams.

Brecheisen concludes by providing three recommendations for organizations:

1. Help employees find their version of balance by understanding their preferences for work-life integration.
2. Prioritize employees' feelings of being cared for by providing support and resources for well-being.
3. Ensure managers are equipped to lead remote and hybrid teams by providing them with training and support.

This corresponds nicely with one of our core beliefs for flexible work success: 

Managers are critical to the success of hybrid work.

Once empowered and trained to do so, it will be the manager who is ultimately responsible for understanding their people’s preferences and helping them to find their version of balance. It will be the manager who will provide the support to show that the organization cares. With proper training managers will optimize hybrid work and build successful hybrid teams.

At CultureGene we’ve developed the Hybrid Management Training Program and the Remote-first Management Training Program to help organizations upskill their managers. Drop us a line if you would like to find out more about how we can help.