Hybrid work: the organization of the future according to MicrosoftTemps de lecture : 2 minutes

In partnership with LinkedIn, Microsoft recently published a study regarding hybrid work. The survey was conducted among the company’s 180,000 employees in more than 100 countries. According to this report, this new organization of work is intended to become the new norm.

What is hybrid work?

The global pandemic has profoundly transformed the way we work and understand our profession. Teleworking has experienced a real expansion during this period and should continue to develop.

Some companies have therefore developed a hybrid way of working. This form of organization consists in dividing one’s working time between face-to-face and distance learning.

With this in mind, Microsoft wants to be a pioneer in this field by generalizing and facilitating it. According to Microsoft, this model is the future.

Two major trends

A first trend emerges from the study: what Microsoft calls the « Hybrid Paradox« . This refers to the paradox that individuals want to have the opportunity to work from anywhere, but also need more physical contact.

There is also another big trend. LinkedIn called this the « Great Reshuffle« . This corresponds to an upheaval and reorganization of the world of work. Indeed, organizations must rethink their corporate culture, values and models, while employees question their job and their way of working.

Microsoft’s « New Social Contract »

One of the consequences of hybrid work is also the emergence of a new relationship:  employee-employer. The firm goes so far as to speak of a « new social contract ».

For her, managers will play a special and important role in this new world of work. This will partly have an impact on the well-being of employees.

Participate in the well-being of employees

Each employee has a different way of working. For the firm, adapting to these different styles is the key to making employees more productive. According to the study, well-being equals productivity.

In addition, employees are questioning their business activity and today have different expectations. For example, among young French employees, 27% would like a hybrid work model with more time at home than in the office.

However, hybrid work is not possible in all organizations. For example, some are not in favor of it for organizational reasons while others do not have the resources to equip their employees.

Finally, this study is based only on internal investigations and therefore should not be considered the norm.

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