Hybrid work increases productivity and reduces isolation, researchers say

New Zealand Prime Minister Christopher Luxon sparked debate about the future of work on his exit this week when he ordered public servants to return to the office.

But Luxon’s order ignores a broader shift in work culture.

Work-from-home (WFH) arrangements have grown exponentially over the past decade, fueled by the rise of two-earner families and rapid technological advances.

The COVID pandemic has acted as a catalyst for change, proving that many jobs can be effectively done remotely.

Our next article on New Zealand Journal of Employment Relations it talks about the pros and cons of remote work. We highlight how a hybrid model—mixing days in the office with days working from home—can improve well-being, engagement, and productivity.

We’ve found adopting a hybrid approach can lead to better results as society changes with technology and employment expectations. And, despite the prime minister’s demands on civil servants, it may be too late to turn back.

Accepting flexibility

Under current laws, employees can request flexible working arrangements. Employers must give reasonable reasons if they refuse a request.

According to a 2023 survey from Human Resources New Zealand, 40% of HR professionals identified productivity gains as an important benefit of WFH programs.

And some professional organizations have adopted work from home or hybrid work arrangements.

The New Zealand Law Association, for example, has emphasized the significant benefits of flexible work for its members, including increased employee engagement, productivity, and overall well-being.

A report from the Te Kawa Mataaho Public Service Commission noted the success of public servants in delivering quality services during the crisis while working remotely.

The commission’s current guidance on hybrid working arrangements supports flexibility that allows working from home to focus and work together when necessary.

Does WFH reduce efficiency?

Luxon says that forcing employees to return to the office will improve efficiency. But there is little evidence to suggest that New Zealand productivity has declined significantly with WFH or hybrid arrangements.

Instead, we found that office-only programs risked introducing government inefficiencies. This includes new layers of permissions and reporting on agreed arrangements.

The assumption that office work is one-size-fits-all is being challenged by what happened during and after COVID.

In the first year of the pandemic, many workers felt a strange lack of communication that once sparked creativity. They also fought against segregation. This was especially pronounced for caregivers, usually women, who had to perform professional duties and additional childcare responsibilities.

Despite this, a University of Otago survey conducted during the violence noted that 67% of participants favored a hybrid working model.

Many expressed optimism about the long-term continuation of work, with key sectors reporting stable or increased productivity, although others struggled with disruptions at home.

And our research found taking a hybrid approach to work—with one or more days at home—reduced the risks of social isolation and improved collaboration.

Opportunities to work from home sometimes allow for more focused work time, reduced commuting time and improved well-being.

Improving productivity from home

Luxon’s assertion that working from home is “not a meritocracy” is in line with conventional notions of work. This includes the belief that time at the desk is a measure of productivity, rather than measuring results from work.

However, growing evidence shows that remote work can increase both productivity and employee satisfaction.

Eliminating the daily commute allows employees to reallocate time to focused work, positively impacting job satisfaction and psychological well-being.

In addition, remote work promotes inclusivity, enabling organizations to access talent from a wider area, which in turn promotes diversity and innovation.

A report from McKinsey & Company found businesses that adopt flexible operating systems are in a better position to navigate future uncertainty, sustain or even grow productivity.

A survey conducted by the Australian Council of Trade Unions evaluating WFH revealed approximately 48% of participants experienced improved productivity, which was partly due to the elimination of commuting.

However, it also highlighted challenges. 40% of respondents said they face long working hours, which can lead to burnout. Addressing these issues is essential to maintaining employee well-being.

The future of work

Instead of enforcing a rigid office presence, leaders must adapt to the changing work environment.

Encouraging flexible systems can encourage a productive and engaged workforce, ultimately benefiting New Zealand’s public service in today’s dynamic environment.

Balancing both office and remote work presents a very promising way forward.

Stephen Blumenfeld is director of the Center for Labour, Employment, and Work at Te Herenga Waka—Victoria University of Wellington..

Chris Peace is a lecturer in occupational health and safety at Te Herenga Waka—Victoria University of Wellington.

Joanne Crawford is the Worksafe New Zealand health and safety chair at Te Herenga Waka—Victoria University of Wellington.

Roya Gorjifard is a student in the School of Health at Te Herenga Waka-Victoria University of Wellington.

This article has been republished from The conversation under a Creative Commons license. Read the first article.