Naturally, the desires of the workforce will act as the key metric in gauging the potential efficacy of introducing a hybrid model.

To gain some first-hand insight on the matter, we conducted a poll among our audience earlier this year. We questioned whether, as Rishi Sunak predicted in a statement in April, employees would “vote with their feet” and quit their jobs if made to work from home permanently.

19% said ‘yes’. However, conversely, 20% said they would quit if they couldn’t work from home. Though just a snapshot, the dilemma for employers is obvious: consensus is divided, and there are strong opinions on both sides.

That said, according to a study by the Adecco Group UK and Ireland conducted last year, 79% of people do think it’s important that their company implements more flexibility in how and where they work – a slightly more conclusive result. 

This sentiment is somewhat reflected in our own findings; the fact that 81% of people wouldn’t go to the extreme of quitting if made to work from home, or would actually prefer it, does suggest that people are generally open to this approach. At the same time, losing 19% of your workforce by forcing remote working upon them isn’t something to take lightly.

With all of this in mind, a hybrid approach might be the best way forward. After all, large, diverse groups of people naturally have different needs and desires, as well as different personal circumstances and personality traits, and it’s becoming ever clearer that a one-size-fits-all solution simply won’t work.

For example, those who wish to remain remote often cite improved mental health, better work-life balance and increased productivity. However, on the other side of the fence, those who are eager to get back to office life, such as working parents or those who enjoy the social aspect, may conceivably argue the same benefits from their point of view, given the greater home/office separation, opportunities for socialising and clarity on childcare arrangements.

Others will fall somewhere in the middle, recognising the perks of both ways of working. For these individuals, the option of flexibility will be welcome.

What’s more, this diplomatic approach is likely to reflect well on the employer, further bolstering the business case for a hybrid model. For instance, organisations may see upticks in performance and engagement, the attraction and retention of top talent, and various savings on overheads.