In recent months, LinkedIn and the national press have been mulling over the news that a number of high-profile brands are ordering employees to return to work on-site. WPP now requires a minimum four-day week, Asda at least three and it’s full-time for admin staff at Amazon. Goldman Sachs has mandated five days at the office since 2023.
Approaches vary widely across industries with financial services, big tech and engineering all taking different stances, often tailoring rules to specific roles. For procurement and supply chain leaders, the challenge lies in determining what works best for your teams and business. Balancing regional differences, employee expectations and the need for collaboration is key to creating thriving workplaces so it’s essential to get it right.
Let’s look at some current trends and developments as well as some straightforward tactics you can employ for happier hybrid workspaces.
The reality of hybrid work in the UK
Recent data underscores just how significant hybrid working has become and the impact it’s having on productivity, employee wellbeing and business strategy:
- 52% of business leaders believe hybrid working provides the most supportive environment for productivity.
- 47% of female and 44% of male office workers report that hybrid arrangements are better for their mental health.
- 53% of leaders say hybrid working helps employees manage work-related costs more effectively.
Hybrid models aren’t just about flexibility – they’re reshaping workplace dynamics. A remarkable 82% of employees feel their employer has a greater responsibility to support health and well-being post-pandemic, prompting 98% of employers to introduce initiatives like social events or on-site gyms to bring employees back to the office.
This shift is backed by tangible benefits. While hybrid working has shown little impact on overall productivity, it has significantly improved employee retention, increasing it by 35%, probably due to promoting a better work-life balance. Furthermore, 84% of employees believe they accomplish more in hybrid or remote settings than in the office.
As businesses navigate these developments, it’s notable that 64% of leaders have already adopted hybrid models, with 75% predicting further changes to workplace structures within the next two years.
Making hybrid arrangements work for your business
Procurement professionals face particular challenges with hybrid working. Negotiations, supplier relationships and cross-departmental collaboration can be tricky without face-to-face interaction and in-person professional bonding. Yet, the need to accommodate individual preferences and circumstances can’t be ignored.
Here are some actionable steps to help you strike a balance between flexibility and connectivity.
Embrace regional nuances: London or city-based teams might prefer office days to tap into networking opportunities, while rural teams may require better support for remote connectivity. Tailor your hybrid model to suit these situations and preferences.
Prioritise in-person connection: Schedule quarterly or monthly collaboration days where teams come together to strategise, share insights and build links.
Choose the right tools and technology: Equip remote workers with tools that ensure they feel as integrated as their in-office counterparts. This might include virtual whiteboards, advanced video conferencing tools and real-time collaboration platforms. Not sure what they need? I’m sure they will be more than happy to tell you. Speaking of which…
Gather employee feedback: Regularly survey employees to understand their preferences, challenges and suggestions for improving the hybrid work model. You can also encourage them to share examples of success – or otherwise – from their connections at other businesses.
Did you know that UK businesses are now required to offer flexible working in certain situations? Find out more about the new flexible working rules.
The importance of wellbeing and inclusion
Now we come to one of our favourite subjects – workplace wellbeing. As we know, stress and burnout are rising and candidates are increasingly choosing to work with businesses that walk the walk when it comes to employee mental and physical health.
Managers can address this by:
Offering flexible hours
Allow employees to tailor their work schedules around personal needs, such as childcare or commuting challenges.
Creating clear boundaries
Encourage workers to disconnect outside of office hours to prevent burnout.
Providing mental health support
Partner with organisations or offer internal programs that promote mental health awareness and support.
Encouraging team-building
Organise regular team-building activities that strengthen relationships and improve morale, whether in-person or virtual.
Find out how to promote a healthier workplace.
Building a thriving hybrid culture
The UK procurement and supply chain sector has an opportunity to contribute positively to the way we approach and redefine hybrid work. By balancing employee autonomy with meaningful collaboration, organisations can encourage engagement and boost productivity. As with many aspects of business, success lies in identifying an approach that respects individual needs while building team cohesion. You also need to continue to attract and retain the top talent that will support your business as it grows and evolves.
If you are looking to digitally transform, upskill or grow your team, contact Bramwith today. We have access to an unrivalled pool of procurement and supply chain talent and would love to help you achieve your goals.
