Global talent, local impact: Redefining success with hybrid work strategies

The pandemic ushered in an era of remote working, with organisations suddenly forced to adapt to restrictions on movement by rapidly setting up staff to work from home. Nearly four years on from the first lockdown, many organisations still make use of a hybrid model. Research by recruitment firm Hays finds 61% of employers offer a blend of working remotely and in-office work, while 39% of staff say they work in this way. But there are also signs that this may be a temporary situation; according to the KPMG CEO Outlook survey, 63% of UK CEOs believe there will be a full return to in-office working by 2026. Nationwide recently made headlines by insisting staff return to the office at least two days a week, while many US businesses including Apple, Zoom and Google have issued similar mandates.There are reasons why some companies may want to return to the days when most people are in the office. It can make it easier to build up connections and chemistry between colleagues, and to keep an eye on both performance and wellbeing. Younger people, in particular, may benefit from being surrounded by more experienced employees, helping them to acquire the skills they need to develop. Yet, there are also downsides to this approach. Forcing people back into the office is likely to demotivate those who want to work remotely, and could lead to valued employees choosing to leave. Many people also work better remotely, preferring a home environment to the bustle of a busy office. Remote work can also lead to greater productivity. Safeguard Global, a workforce solutions provider, saw its engineering team report an 84% faster product-to-market time with remote work. Think globallyMandating a return to the office could also backfire for employers in other ways. Not only does a hybrid or remote set-up allow for lower office rental costs as less space is required, but it also opens the door to recruiting staff from a wider geographic area, including from overseas. “Moving away from location-based work not only contributes to the happiness and productivity of employees but also empowers companies to tap into the best talent globally,” says Bjorn Reynolds, CEO of Safeguard Global. “To maximise this advantage, organisations should position job advertisements as remote opportunities, offering a distinct edge in attracting top-tier talent. It’s essential to shift away from the expectation that people should relocate for a job and, instead, allow them to work remotely if it aligns with their work-life integration.”Remote hiring — even across borders — brings with it other benefits beyond accessing talented people. These include improving diversity and creating a varied and inclusive culture. “Diverse personalities offer varied perspectives, skills and strengths,” says Reynolds. “A team with complementing personality traits fosters powerful synergy, encouraging authenticity and minimising dysfunction in a collaborative work environment.” Conversely, this potential can be reduced by insisting on a full-time office culture, where people must live in a confined geographic region. Supporting remote workersBusinesses from a range of sectors, including technology, finance and consulting, are already realising the benefits that come from this, points out Reynolds. It’s important, though, that organisations comply with local laws and customs, seeking external support where needed. “Comprehensive orientation programmes and clear communication channels are essential for expeditious onboarding, facilitating a seamless integration of new team members,” he says. “Employer of Record (EOR) services can assist in ensuring compliance with diverse legal landscapes,” especially when hiring remote workers internationally. Businesses must also take steps to ensure remote workers are productive and engaged, including defining clear goals and expectations, and conducting regular employee surveys and performance reviews, he adds. The organisations that are likely to flourish in the years ahead will be those that make the best use of offices and remote working, believes Reynolds, benefiting both individuals and the business itself. “Transitioning to a remote-first model, companies can convert offices into co-working spaces and enhance training programmes to cultivate leaders from within,” he suggests. “Using the space for specific work and collaboration makes coming into the office purposeful. “A hybrid model, incorporating both remote and in-house teams, provides flexibility to adapt to evolving workforce dynamics. Companies should invest in technology, communication tools and training programmes to support remote work, fostering a diverse and inclusive culture.” To find out more about how Safeguard Global can help you make the most of remote working and international hiring, visit safeguardglobal.com.

Global talent, local impact: Redefining success with hybrid work strategies

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