Our research also revealed a greater lack of confidence amongst larger organisations when it comes to hybrid working, both in terms of productivity and senior leadership support.

When asked whether they were worried that productivity levels may start to decline as people become accustomed to hybrid working, 70% of respondents said “no”. Of these, 55% said they trust their staff to stay focused and on task, while 15% are actually predicting an increase in productivity post-pandemic.

However, interestingly, only 61% of large organisations shared this confidence, compared to 71% of SMEs.

Stephanie Robinson says the fact that, on the whole, businesses are not concerned that productivity will drop is a promising sign. “As an HR practitioner, it’s great to see that businesses are aiming for an output-based, high-trust model and are not getting overly anxious about how employees will deliver,” she says.

“What’s more, of the 30% of respondents that do have concerns, 16% told us they have adapted or will adapt their practices to ensure productivity remains high. This is great news, as it shows a willingness to overcome one of the main barriers that can often dissuade businesses from this type of approach – there’s definitely a mindset shift.

“For the remaining 14% that said a decline in productivity is a real concern and they are not sure how to prevent it, help is available – you can always contact us for advice.”

In addition, more than three-quarters (77%) of SME respondents believe their senior team fully supports hybrid working, whereas this is slightly lower for larger organisations at 69%.

Stephanie says buy-in from senior leadership teams is a crucial factor when considering whether hybrid working will work for your organisation. She explains: “If senior individuals within the business view hybrid working as an engagement tool, understand the links to high-performance working, and are more open to agility and evolution, they are far more likely to promote this approach within wider workforce, making successful implementation more likely.

“If they are not on board, this is something you should seek to address before going any further.”

Jane Hallas also advises that performance management processes are adapted to accommodate hybrid working and that there is clarity over deliverables. “If an employee’s productivity then falls, this can be tackled through the performance management process”, she explains. 

“Similarly, if there is evidence of an employee taking advantage of the employer’s trust, this should be dealt with through the disciplinary procedure.