Why hybrid work might be the key to success in 2024

In response to the ongoing changes in the global workforce, HRM Asia recently conducted a poll on LinkedIn to gauge the perspectives of HR professionals on factors crucial for organisational success and sustainability in 2024. The ongoing poll has shed light on the preferences of HR practitioners, with a resounding 53% expressing the importance of hybrid work for employee wellbeing.

This sentiment finds strong backing in Chay Pooi Wan, an HR Practitioner who champions hybrid work as a key driver of employee wellbeing and, consequently, empowering organisations to thrive.

Chay’s perspective reflects a shift in priorities. A Gen Z herself, she recognises that hybrid work is not just a perk, but a mental health imperative. For many, juggling stress from relationships, finances, and personal life can hinder work performance. Hybrid work empowers employees to manage these pressures by facilitating a better work-life balance.

She said, “In my opinion, it is inevitably important that managing own’s wellbeing is important to sustain a healthy life and to achieve a consistent work performance.”

For organisations, the benefits are manifold. Hybrid models not only attract and retain talent but also provide valuable flexibility. Imagine a female employee facing child illness – the ability to work from home becomes a stress-reduction tool, promoting both employee wellbeing and productivity. This, Chay added, highlights the need for adaptable policies that meet individual needs.

READ MORE: Creating a fun work environment for hybrid work employees

Chay emphasised that technology is key to unlocking the full potential of hybrid work. With efficient tools and clear communication, employers can move beyond clock-watching and focus on deliverables.

“In a nutshell, we are living in the 21st century whereby AI and technology should be in place to help organisations to work more efficiently and effectively. As such, hybrid work will not be an issue. Once technology is embraced, organisations should measure based on deliverables and not how many hours the employees clock in the office every day,” she concluded.  “Leaders who propel work-life balance are empathetic leaders.”