• Hybrid can be successful when managers liaise with staff, likely on an individualised basis, about how the set-up would work best for them. It’s both employer and employee who need to set boundaries, but there needs to be autonomy for the worker to self-manage their schedule – flexibility needs to be dictated by the individual, not the boss.
• If workers are allowed a degree of choice and control over their working patterns, the rewards could pay dividends. Both people and organisations claim they want hybrid, so there is a great opportunity to change how we work. But it has to go further than the hours the bosses set – it has to be a mindset that works for both employer and employee.

For some workers, frustrations with hybrid mean they’re gravitating towards jobs that allow them full control over their schedules. It comes down to what organisations mean by ‘hybrid’.

It’s a broad definition that can be interpreted in many ways: from going into the offi...