Implementing Hybrid Home Working

Implementing Hybrid Home Working

The current economic challenges and intensified market competition demand increased organisational agility and adaptability to remain competitive. In this context, hybrid home working offers a flexible working practice that aligns with the organisation’s strategic objectives (Torrington et al., 2020).

Flexible working practices, such as hybrid home working, not only enhance operational responsiveness but also contribute to employee engagement and productivity by promoting a better work-life balance (Das Gupta, 2020)​​.

Strategic Human Resource Management (SHRM) plays a critical role in aligning these practices with the organisation’s broader strategic goals.

Through effective vertical and horizontal integration, SHRM ensures that hybrid home working is not only a tactical response to external pressures but also a means to leverage human capital as a competitive advantage (Boxall and Purcell, 2016).

This briefing note proposes a hybrid home working model tailored to departmental needs, examining its benefits, challenges, and implementation strategy to ensure strategic fit while addressing potential drawbacks.

2 Suitability of Hybrid working for the Department

Implementing a hybrid home working model for the Marketing Department can enhance both employee satisfaction and organisational efficiency, provided it is tailored to the unique needs of the team. However, this approach is not without challenges (Eswaran, 2024).

2.1 Benefits of Hybrid working

The benefits of Hybrid working approach are multifaceted. Remote working has been associated with enhanced employee engagement and productivity, as individuals can focus on tasks without workplace distractions (Torrington et al., 2020). Furthermore, operational costs related to office space and utilities can be significantly reduced, aligning with cost-saving measures essential during economic downturns (Das Gupta, 2020).

In addition, work-life balance improvements are likely to enhance employee retention, as flexible arrangements cater to diverse personal needs, fostering loyalty and commitment (Panda, 2019).

Strategically, hybrid working enables greater organisational agility, allowing the department to adapt swiftly to market demands by leveraging digital tools and remote collaboration technologies (Boxall and Purcell, 2016).

2.2  Drawbacks of Hybrid working

The reduced physical presence could risk weakening team cohesion and communication, particularly in a department that thrives on interpersonal collaboration as Caza et al. (2018) emphasised that harmonising individual work identities with collective organisational goals is essential to maintain cohesion and productivity in flexible work arrangements. Monitoring performance remotely can be complex, potentially leading to discrepancies in accountability and workload distribution (Torrington et al., 2020).

Not only this, but prolonged remote work can also contribute to employee burnout or isolation, exacerbating mental health concerns (CIPD, n.d.). Additionally, cybersecurity vulnerabilities present a significant risk, particularly when handling sensitive client data remotely.

As Research by Mehmood et al. (2019) highlights that authentic leadership practices, combined with strong interpersonal skills, foster trust and engagement, which are critical in hybrid work settings. Therefore, to mitigate these issues, robust communication strategies, regular virtual check-ins, clear performance metrics, and targeted cybersecurity measures must be integrated into the hybrid working framework.

3 Implementation Plan

To successfully implement hybrid home working, a phased strategy is recommended. Initially, a pilot program will be rolled out within a subset of the department for three months to evaluate its effectiveness. Feedback will be collected through surveys, virtual focus groups, and performance metrics. This approach aligns with recommendations from Das Gupta (2020), emphasising the importance of iterative evaluation to refine strategies for organisational agility.

This iterative process will enable adjustments to the hybrid model based on employee needs and organisational objectives before full deployment. In addition, as Torrington et al. (2020) highlight the critical role of adequate technological infrastructure in supporting flexible work models.

Therefore, key resources will be provided for successful implementation including providing employees with secure and efficient technology, such as remote access tools, encrypted devices, and collaboration platforms.

Beside this, comprehensive training will be essential to ensure staff can effectively utilise these tools and adhere to best practices for remote work as indicated by ACAS (n.d.). Additionally, a robust communication plan will outline expectations, workflows, and regular updates to maintain clarity and alignment across the team.  

Not only this, but, mitigating potential challenges is also central to the implementation plan. For doing this, regular virtual and in-person team check-ins will ensure cohesion and maintain interpersonal connections.

Performance will be monitored through clear and measurable KPIs to foster accountability and productivity as regular engagement fosters team morale and reduces feelings of isolation among remote workers (Beardwell and Claydon, 2007). Further, robust IT policies have been considered integral to mitigating risks associated with remote work (Boxall and Purcell, 2016).

Considering this, cybersecurity will be safeguarded through IT policies, secure access protocols, and regular audits. To address employee well-being, mental health resources, such as access to counseling and workshops on managing remote work stress, will be prioritised. This structured and responsive approach ensures an effective transition to hybrid working as indicated by (Nowrouzi-Kia et al., 2024).

Implementing Hybrid Home Working is a game-changer for many companies. Need help with assignments related to this trend? Check out Assignment Writer  Don’t forget to run your content through Check My Assignment for flawless results.

Related Samples:  DLMM02 – Operations Management- Summative Part 1

                                 DLMM02-Operations Management-Summative Part 2

References

ACAS (n.d.). Flexible Working and Work-Life Balance. Available at: https://www.acas.org.uk/flexible-working (Accessed: 22 January 2025).

Beardwell, J. and Claydon, T. eds., 2007. Human resource management: A contemporary approach. Pearson Education.

Boxall, P., and Purcell, J. (2016). Strategy and Human Resource Management (4th ed.). London: Palgrave.

CIPD (n.d.). Flexible working: Guidance for people professionals on planning and managing . Available at: https://www.cipd.org/en/knowledge/guides/flexible-working/ (Accessed: 22 January 2025).

Das Gupta, A. (2020). Strategic Human Resource Management: Formulating and Implementing HR Strategies for a Competitive Advantage. Productivity Press.

Eswaran, U., 2024. Project-Based Learning: Fostering Collaboration, Creativity, and Critical Thinking. In Enhancing Education With Intelligent Systems and Data-Driven Instruction (pp. 23-43). IGI Global.

Nowrouzi-Kia, B., Haritos, A.M., Long, B.Z.S., Atikian, C., Fiorini, L.A., Gohar, B., Howe, A., Li, Y. and Bani-Fatemi, A., 2024. Remote work transition amidst COVID-19: Impacts on presenteeism, absenteeism, and worker well-being—A scoping review. Plos one, 19(7), p.e0307087.

Panda, A., 2019. Impact of Work-life Balance on Employee Retention: The Mediation and Moderation Effect of Employee Commitment, Psychological Empowerment and Organisational Citisenship Behaviour (Doctoral dissertation).

Torrington, D., Hall, L., Taylor, S., and Atkinson, C. (2020). Human Resource Management (11th ed.). Pearson, pp. 63–86, 142–163, 287–305.