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Workplace flexibility ranks as the most important element to workers today, second to salary, according to global nonprofit The Conference Board. Hybrid work schedules, where individuals split time working from home and from the office, help put work in its rightful place. Such flexible working schedules allow people to prioritize personal goals like physical activity and spend more time with their family. This is significant given that Pew Research Center finds 73% of U.S. adults say family time is one of the most important things in their life.
Beyond the personal benefits, workplace flexibility is also good for workplace diversity. Women and younger generations are more likely to seek flexible work, making it an attractive offering for employers seeking to recruit a diverse workforce and improve workplace equity and well-being.
Yet, amidst the uptick in return-to-office mandates, hybrid work schedules can be an emotional and complex topic. According to Stanford research, hybrid working does not typically affect worker productivity, but some managers simply don’t feel their employees are as productive when working from home. These types of concerns, and not knowing their employer’s stance on hybrid work, can make it awkward for employees to broach the topic of pivoting to a flexible work schedule.
Consider the following scenario:
Allison, a valued part of the leadership team at a large financial organization, recently hit her 3-year tenure. She recognized the company’s broader commitment to well-being but felt like she had previously hit roadblocks when speaking up about efficiency and productivity. Allison wanted to shift to a hybrid schedule but her day-to-day work and life responsibilities left her with little time and space to prepare her best case for a more flexible work schedule. Then, one day, in a one-on-one meeting, her manager told her that she’d love to see her practice diverse thinking, using logic and evidence to challenge thought processes creatively. This got Allison thinking…
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