Develop Your Hybrid Workplace

Get expert advice and support to build and maintain a hybrid workplace where people thrive

SuPPORT tailored to your context

UGM Hybrid Workplace Services

PowerHour Connect

Facilitate connection in hybrid workplaces

Inclusive Leadership Module

For leaders who want to be more inclusive

Contact us for a free consult

Hybrid workplace

hybrid workplaces will be the new normal

Are you building a strong hybrid workplace?

COVID-19 has gripped and shaken the global economy to its core. But, Have you noticed the huge increase in references to hybrid workplaces? That’s because so many organisations, globally, could only continue during the height of COVID-19 outbreaks by having most or all of their people working from home. At the time, it was recognised for and by significant numbers of employees, that workplaces can extended to locations beyond the traditional office.

So what exactly is a hybrid workplace? A hybrid workplace is one that removes the traditional employer emphasis on location. What you do is preferenced over where you do it. In the current context, a hybrid workplace is one which enables people to work either virtually or by being physically present at a particular location. If it is a truly hybrid workplace, there should be no difference based on where the work is done, in the quality of the work itself as a result of differences in location, or the final outputs generated. While the notions of remote work and hybrid workplaces are not new, both have enjoyed significant increases in awareness and even understanding. As the less understood concept, employers and employees alike would benefit from a deeper understanding of hybrid workplaces

Going forward, knowledge workers in particular will question why they need to turn up at an office when they can deliver equally well working from elsewhere, including home. So, a growing risk that businesses face is overlooking the value attributed to being able to truly work more flexibly most of the time. Gone are the days when this was unknown territory and managers could dismiss such requests on the basis of uncertainty around feasibility.

Another risk arises where organisations fail to adapt behaviours, skills and mindsets from working where people are physically present to working in a truly hybrid context. UGM is not for a moment claiming all of these are new! However, there is no doubt that emphasis and implementation will be slightly to substantially different in a hybrid context.

A hybrid mindset prompts consideration of different work contexts, from collocation to virtual. Collocation currently means some tasks are easier, but intentionally adjusted skills and behaviours would result in virtual outcomes being as good. Look at how working from home saved businesses!

Going forward, knowledge workers in particular will question why they need to turn up at an office when they can deliver equally well working from elsewhere, including home.

Source: UGM and other commentators

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Working Virtually – UGM’s Research Findings

UGM’s recent research study, ‘Working From Home in a COVID Context‘, confirmed the following outcomes…


PowerHour Connect – Service

Benefits of PowerHour Connect for a hybrid workplace


Inclusive Leadership Module

This module is suited to:

  • Team leaders and managers responsible for working with others to achieve specific business outcomes.
  • Project leaders/managers who are accountable for the outcomes of specific projects where they don’t have a permanent team of their own but must, nevertheless, still achieve outcomes through other people.
  • Middle managers whose role it is to manage a number of different groups working on projects within their scope of accountability.
  • Senior managers and executives who have responsibility for large projects, divisions /directorates or functional areas.

Module Benefits

  • Understand how to identify opportunities for inclusion, and how some traditional practices may have the opposite effect.
  • Recognise how contributing and belonging are two powerful drivers that serve the interest of both your people and your business.
  • Learn how to make meetings, most frequently where business is done, more inclusive.
  • Build skills that allow you to disagree without being disagreeable while encouraging diversity of thinking and promoting innovation.

Indicative mini-modules (interactive)

Opportunities to contribute

Explore what the culture, values and practices your organisation state (expressly or implicitly) about inclusion (and exclusion).

Contributing and belonging

Use UGM’s powerful contributing-belonging model to recognise the fundamental outcomes that individuals and businesses seek.

Make meetings more inclusive

Learn tools and techniques that will make your meetings (from one-on-one to full ‘team’) more inclusive and more productive.

Disagree without being disagreeable

Harness the great business value offered by disagreement, without being disagreeable, using specific behaviours, skills and techniques.

Get more on UGM’s leadership programs


it works!

Don’t Just Take Our Word For It

WE HAVE Answers

Ask Us Anything About the Hybrid Workplace

A hybrid workplace is one that removes the traditional employer emphasis on location. What you do is preferenced over where you do it. In the current context, a hybrid workplace is one which enables people to work virtually or by being physically present at a particular location. Ideally, there should be no difference, based on where it is done, in the quality of the work itself, or the outputs generated.

Yes, given that new technology is emerging to facilitate virtual work, it is reasonable to conclude that some new skills are required. However, overwhelmingly, people will draw on skills they used in a physically-present context and make small adjustment for effective use in virtual contexts. A significant risk factor arises from skill deficiencies present in physical contexts being further stressed and exposed by additional needs in a virtual context.

Research shows that, in the right conditions, there shouldn’t be much difference between work done virtually and that completed in the more traditional ‘physically present’ arrangement in a common office arrangement. However, it is possible for unequal experiences to occur when the more traditional work practices, that favour physical presence, are used without any consideration of those working virtually.

Overwhelmingly, during the COVID-19 crisis, the major challenge has been lack of social connectivity. It is likely, with fairly minor adjustments in practice, that social connection could be markedly improved for people working in largely virtual contexts.

Don’t Wait

Contact Us For A Free Hybrid Workplace Consult