Making Hybrid Working Inclusive

Nearly 9 in 10 workers don’t want to return to pre-Covid working patterns, according to new research into the impact of hybrid working. Without improvements in management attitudes and behaviours, and a more proactive approach to planning and support, this new model could present distinct challenges for some worker groups, including disabled workers, parents, and those with caring responsibilities.

This research draws on surveys of 964 managers and 1,000 remote workers, and additional engagement with frontline advice services. It has informed the development of a practical guide for employers and a briefing for policymakers.

in association with

Key actions for employers

Research Report

While some workers are benefitting from a shift to hybrid, others are facing new challenges

Managers are aware of the benefits remote working brings, with the largest proportion of managers identifying positive impacts for parents (49%) and carers (43%).

Furthermore, evidence from our employee survey finds that disabled workers are 1.3 times more likely than non-disabled workers to be working remotely (57% compared with 44%) and that working remotely was valuable to disabled workers as it allowed them to better manage their energy or their condition.

Working from home can mean reduced visibility in the workplace which may result in different rates of progression for some workers. This could affect those who may already face disadvantage as a result of structural inequalities in the workplace and who may be more likely to work remotely, such as disabled workers.

Managers themselves highlight concerns about staff missing out as a result of hybrid working - particularly younger staff (under 24 years old), women and those with caring responsibilities.

Read the Report Work Foundation article

Key Actions for Employers

Our Employer Guide makes clear recommendations for the actions that organisations can take to best support their staff through a structured, consultative approach to hybrid working:

Communication and consultation with staff is essential - This needs to be a continual process and ensure you take account of hours worked and other pressures.
Consider implementing a right to disconnect to ensure employees don’t burn out.
Ensure managers are adequately trained and prepared to manage hybrid teams and role model hybrid working.
Develop action plans around hybrid and remote working which prioritise diversity and inclusion.

Read the Employer Guide

Other resources

Related Information

91 entries found

Productivity

Managers’ top gripes with hybrid working – and how to fix them

Your burning hybrid questions answered

Advice

12d

Personal Development

How to become an even better manager

Insights from Ann Francke OBE, CMI chief executive, on how to become a better manager

Advice

12d

Equality and Diversity

“It’s about respect, dignity, empowerment” – Angela Rayner on Labour’s New Deal

Labour deputy leader Angela Rayner shared details of the party’s “New Deal” at the CMI Women Conference

Article