ONS data published on Monday (11 November) revealed that workers above age 30 were more likely than those aged 29 or younger to follow a hybrid working pattern.
It also stated that people with a degree qualification were 10 times more likely to work in a hybrid way than those without. Additionally, parents and managers were more likely to hybrid work than people who aren't parents or those in junior positions.
This disparity could be due to the type of work that junior employees do, and the expectation that they should earn the right to work remotely, according to Barbara Matthews, chief people officer at the HR software business Remote.
Speaking to HR magazine, she said: “Traditional corporate culture often associates physical presence with productivity, particularly for the types of roles that junior employees tend to do.
“Additionally, senior employees often have a proven track record of responsibility and accountability, which might make organisations more comfortable with them working from anywhere, and in turn put a perceived pressure on more junior employees to ‘earn the right’.”
HR professionals should ensure that all employees have the right to flexible working, Matthews stressed.
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She continued: “This [expectation] can create a sense of mistrust, so HR should be clear about offering the right to flexible working to all levels of employee.”
Nearly half (45%) of people in senior positions worked a hybrid pattern, the ONS research showed, compared with 27% of all workers. In contrast, 3% of workers in ‘elementary occupations’ such as working on the shop floor in retail or cleaning services, and 3% of people in caring, leisure and other services worked in a hybrid way.
“HR leaders can promote fairness and consistency in hybrid work by aligning policies with role requirements and implementing guidelines to set clear criteria for eligibility and structure across all employees,” Chris Williams, global people and culture director at global HR and business consultancy the Mauve Group, told HR magazine.
“Recognising that some roles need on-site presence, HR could offer alternative flexible options to ensure that all employees benefit from flexibility in ways suited to their responsibilities.”
HR should also regularly review its flexible working policy, to ensure that all employees have the option to work in a hybrid way, William noted.
He continued: “To ensure a fair and inclusive hybrid work policy, HR should conduct regular audits to identify any unintended exclusion patterns, provide managers with annual training on bias and inclusivity and accommodate individual needs by making adjustments for employees who require them.
“A transparent application process is also essential for ensuring fair access to hybrid working. Equally, gradual implementation through pilot programmes allows for feedback and alterations before a broader rollout.”
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A hybrid working audit should consider how employees work day-to-day, as well as whether they can complete tasks better on-site or remotely, Caitlin Duffy, senior director of research at management consultancy Gartner, advised.
Encouraging senior leadership to model hybrid working could encourage a broader take-up, Matthews suggested.
“The freedom to work flexibly doesn’t always translate into employees taking advantage of it. That’s why it’s also important to encourage senior leaders to be role models for flexibility, encouraging and taking part in asynchronous work in order to promote the benefits of remote and flexible work to more junior employees.”
Managers should also be equipped to have effective conversations about hybrid work with employees, Duffy added.
Speaking to HR magazine, she said: “Employers must equip managers to facilitate productive dialogue with their teams so that they can build an understanding of each other’s needs and identify shared team norms that work for everyone.
“By facilitating an understanding of employee needs across the workforce and enabling teams to tailor policies flexibly, employers can foster inclusivity and prevent further social fragmentation.”
