Hybrid work is here to stay – but managing it is the new challenge

A new Eurofound report, The shift to hybrid working: Management challenges, finds that the biggest challenge is no longer where people work, but how hybrid work is organised, coordinated and, crucially, managed.

As hybrid work becomes a permanent feature of working life, the role of line managers is shifting. Managers are increasingly expected to act as coaches and facilitators, supporting communication, team cohesion and employee engagement, while also setting objectives, coordinating work and managing performance.

Yet the report’s case studies find that the skills managers need to lead hybrid teams are not always systematically developed. Much rests on individual line managers and their discretion in how hybrid work is implemented and managed in practice. The findings highlight that managers do not always receive the support they need to develop the people-management skills required to build trust, coordinate dispersed teams, support wellbeing and maintain inclusion. Employees also need strong digital and self-management skills to work effectively with greater autonomy.

The research shows that around one in four employees across the EU now work in hybrid arrangements, but the degree of flexibility they have varies considerably.

Almost half (48%) of employees in hybrid work arrangements have substantial autonomy over both when and where they work. A further 17% can choose where they work but have limited control over their working time, while 13% have flexibility over their working time but not their location. For 22% hybrid work is more controlled, with little say over when and where they work.

Hybrid work remains concentrated in higher-skilled jobs, with 56% of managers in hybrid arrangements, compared with 1% of employees in elementary occupations.

How hybrid work is organised also affects employees’ experiences. 93% of employees in fully flexible hybrid arrangements say they are treated fairly, compared with 83% of those in controlled hybrid arrangements.

Stress varies by type of hybrid arrangement. Among supervisors, 38% in controlled hybrid arrangements report experiencing stress at work always or most of the time, compared with 21% of supervisors in location-flexible arrangements.

“Hybrid work is no longer just about where people work. It is about how work is organised and managed. Our research shows that there is no single model that works for every organisation or job. Effective hybrid work requires clear organisational frameworks, combined with enough flexibility for teams to adapt arrangements to their tasks and needs."

- Ivailo Kalfin, Executive Director of Eurofound

The report concludes that successful hybrid working depends on organisational frameworks to design hybrid work around tasks and outcomes, involve teams in shaping hybrid practices and build capacity for both managers and employees. Team-level dialogue can help align employee and organisational needs with performance, inclusion and employee well-being.

For EU and national policymakers, the findings point towards frameworks rather than one-size-fits-all rules. Policymakers can help create clear conditions around issues such as working time, occupational health and safety, data protection and the rights and responsibilities of employers and employees, while leaving enough room for organisations and workers to adapt arrangements to their jobs and sectors.

• Read the full report: https://www.eurofound.europa.eu/en/publications/all/the-shift-to-hybrid-working-management-challenges

More information on Working Life:

• Research report: Working anytime, anywhere: The quality of working time in the EU
• Article: The never-ending workday in flexible-working Europe
• Listen to Eurofound’s Podcast series Eurofound Talks