The days of work and life coexisting are over; now, the two must complement each other.

Complex questions are constantly being raised on how best to implement hybrid strategies and there is currently no universal solution or opinion on the matter.

Flexible work locations may sound attractive, but it’s also important that employees still feel part of a ‘virtual team’. It’s evident that the right equilibrium is hard to define in clear terms and can be influenced by multiple factors that vary from company to company, which is probably the reason why the hybrid model is still giving business leaders headaches to this day.

 

The local conundrum

The hybrid working model varies between every business, some leaders demand that their employees return to the office every day, whilst others have allowed their employees to choose freely. A balance of the two approaches has led to businesses opting for set days that employees return to the office and for them to spend the remainder working remotely.

It’s clear as to why there are so many variations, as businesses are trying to attain the best of both worlds. Office spaces can be used to promote human interaction, crucial for cultivating relationships and encouraging collaboration, remote work can give employees flexibility and convenience. And this flexibility in days might give the business access to workers that previously weren't within its reach.

Yet, despite all of this, wouldn’t collaboration be easier if employees were together consistently? Wouldn’t employees learn from each other better if they were meeting daily? Don’t certain tasks take significantly longer because they have to be communicated digitally rather than in-person?

 

The global conundrum

To make matters even more difficult, many larger businesses have to contend with the opportunities and challenges that come with operating this model on a global scale.

One of the most compelling benefits of remote work is the ability to utilise a global pool of talent – one free of geographical constraints. It can be difficult to find the right employees, but the ability to access a broader pool of candidates naturally enhances chances of finding the best talent. This can make a significant difference for businesses, especially for companies keen on expanding their offerings.

However, navigating the intricate web of HR regulations then becomes more complex when juggling diverse labour laws, employment practices, and cultural nuances from varying countries. It can be very difficult to strike the right balance between promoting global values while recognising the need to adapt certain HR practices and policies to local markets, cultures, and institutions.

Also from a diversity point of view hiring globally is an advantage. Employing individuals with similar backgrounds and characteristics can limit innovation and creativity - different voices in the room are needed. Hiring across borders allows to hire individuals from diverse backgrounds, which in turn breeds innovation and ultimately leads to higher performance. Research has demonstrated this, with the top 43 diverse public companies outperforming the S&P 500 by 24% in profitability.

However, it can be difficult at times to truly establish a company culture when spread across countries - with exchanges fully digital, so it may result in a lack of personal connection that comes with in-person interactions.

 

Finding the balance

With a myriad of strategies to choose from, and even more ways for it to play out, it is easy to see why no universal system has been established. Delving deeper into the topic, it's hard to see one ever coming into effect. Which system is the best may well remain an unanswered question.

This suggests the question is not so much 'which' system to use but rather 'how' to do it  – what is 'the right balance'? Companies that can harness this hybrid model stand to benefit in so many ways. However, if done ineffectively, there are several pitfalls that could lead to it doing more harm than good. Also, the number of strategies to choose from brings with it the perennial problem of the grass looking greener on the other side.

Ultimately, people are the currency for such a system. In order for businesses to get the hybrid model right, they must connect with their employees. This connection is crucial to truly understanding the wants and needs of their workforce. Flexibility and collaboration become paramount in the pursuit of a strategy that brings the best out of everyone.

 

 

Our ethos

At Varda, most employees work remotely from European countries and a few from Brazil. Our company has developed this way as it was founded in 2021, when COVID-19 restrictions over meetings and travel were already keeping employees from going to the office.

More than two years down the line, there are clear operational drawbacks from not being able to regularly discuss matters in person, and having to apply the labour laws of multiple countries.

However, we have definitely benefited from being able to hire the best talent from a wider pool of applicants all across Europe. Our online meetings are always very dynamic, with information and ideas coming from different backgrounds and countries. These, helps us grow on a personal level by learning something from a colleague's traditions and routines.

When reflecting on how to ‘find a balance’ and simplify some exchanges, we have found our own hybrid solution that’s based on the importance of creating opportunities for in-person meetings. For instance, the management team meets regularly every two months. Sometimes other employees meet in smaller groups, and once a year we host a company-wide offsite.

The yearly off-site is always a packed couple of days of updates, speeches from external speakers, workshops and social activities. Last year we immersed ourselves in the incredible Sicilian culture and history, visiting Taormina and its beautiful natural surroundings! 

These are precious opportunities to spend time together as a team, the program is often intense but everyone emerges from these events re-energised and inspired to continue pursuing our company’s mission.