Once implemented out of necessity, hybrid work is becoming a norm especially among younger generations.

Gensler’s 2023 Middle East Workplace survey indicates that employees are now working more flexibly, both in and out of the office, than before the pandemic.

Currently, employees spend just under half of their work week in their primary office, with 36% of their time spent in other locations like libraries, coffee shops, and co-working spaces while traveling or at client sites. The remaining 17% is dedicated to working from home.

A study conducted by Cisco showed that most UAE professionals prefer hybrid or fully remote work arrangements. Nearly 90% of respondents strongly preferred flexible work models, highlighting the growing demand for work-life balance and autonomy.

The survey also found that remote work has positively impacted employee satisfaction and motivation. A substantial portion of respondents (61%) expressed increased loyalty to employers offering flexible work arrangements.

HYBRID WORK AND PRODUCTIVITY

Nancy Ibrahim, 25, works in marketing with a 3-2 hybrid split, allowing her to work from home two days a week.

Reflecting on her previous fully remote job, Ibrahim explains that the hybrid model offers a healthier lifestyle, providing a better balance between rest and essential in-person interaction and collaboration with colleagues.

“Hybrid models are the ideal balance for me as it boosts my productivity,” she says. “Many organizations don’t realize how much time is wasted in fully in-office roles, where employees often mentally check out midway through the day due to constant distractions in the office.”

Founder & CEO of TishTash Marketing Agency, Natasha Hatherall-Shawe, says hybrid models and flexible working arrangements get the best out of employees, allowing them to balance life better.

Hatherall says it’s a model she has implemented in her organization long before Covid-19. Since the pandemic, they’ve moved to a 3-day in-office model. “This works perfectly for us, and the team enjoys office days and human contact, which remains important.  In our experience, the team wants a hybrid; they don’t want to be fully remote—it’s about having the best of both worlds.”

She also notes that the company has enhanced its policies by introducing a “work from anywhere” option for one month each year. This option is particularly valuable for expats, allowing them to visit family without using all their annual leave. It is also beneficial for many working mothers, providing them the opportunity to work from their home countries during the summer, where they can receive family childcare support while spending quality time with loved ones.

“Ultimately, if you focus on your people and their happiness, your business will thrive,” she adds.

Noona Nafousi, Founder of Neo Noor, says hybrid work can be incredibly empowering, but it also depends on an employee’s beliefs and work style. 

“Employees who believe they’re trusted to manage their work thrive in a hybrid model, showing greater satisfaction and motivation. Conversely, those who struggle with self-doubt or feel the need to ‘prove’ their productivity might overwork, leading to burnout.”

Nafousi emphasized leaders’ critical role in fostering an environment of trust void of micromanagement, encouraging open conversations about expectations. 

“When teams feel valued and trusted, hybrid work becomes a catalyst for both satisfaction and high performance,” she adds.

CHALLENGES OF HYBRID WORK

However, hybrid work comes with its challenges. According to Cisco’s study, only a small percentage of companies (28%) were deemed fully prepared to implement a hybrid work model, while 43% were considered partially prepared. 

Hatherall believes technology has greatly facilitated the transition from in-office to hybrid work models. However, she notes that the challenge lies in managing a remote or hybrid team and keeping them happy and motivated.

“Like with most things in a company, setting the tone and expectations from the top-down is essential to keeping a team motivated, happy, and company culture strong even if you’re not always together. This is something that I personally focus on a lot,” she says.

One of the most challenging aspects of having more junior team members or recent graduates in their first jobs can be that they are just starting their careers and often lack the skills and experience needed for their roles. They require significantly more support and guidance to get up to speed.

“This is why, even if it’s remote, it’s important to have regular check-ins. I know some of my managers have a start-of-day virtual 10-minute meeting with their whole team to align on the day and address any concerns. Some of my managers take their team to co-working spaces or nice locations to work together but in a different setting,” says Hatherall.

Nafousi says one of the biggest challenges companies must overcome is the trap of micromanagement.

“In a hybrid setup, leaders who believe ‘if I can’t see them, they’re not working’ often create a culture of mistrust, which stifles creativity and morale. Instead, organizations must invest in training leaders to adopt belief systems prioritizing trust, accountability, and empowerment.”

Nafousi highlights clear communication, flexible KPIs, and a focus on outcomes rather than hours worked as essential. Overcoming limiting beliefs from employees and managers—such as fears of exclusion or assumptions about productivity—can significantly improve the functionality and productivity of hybrid teams.

Similarly, Ibrahim notes that implementing a hybrid work model in her previous workplaces was often challenging due to a common misconception among managers that employees are unproductive when working from home. “This mindset is particularly prevalent among leaders here.” 

“In some organizations, hybrid work meant that managers constantly monitored our work and screen activity. It felt more suffocating than working from the office.”

THE ROLE OF TECHNOLOGY

While technology is crucial for hybrid work, true optimization occurs when it aligns with the beliefs that drive productivity. Tools like project management software and virtual collaboration platforms are effective only if leaders embrace decentralized decision-making and employees feel empowered to take the initiative.

“AI tools that provide feedback on workload balance can prevent burnout—but only if leaders use these insights with empathy and trust, rather than as a surveillance mechanism,” says Nafousi. “Technology facilitating connection, accountability, and psychological safety will be the most impactful in the hybrid era.”

Most companies already possess or can easily implement the necessary tools and infrastructure to support remote or hybrid work arrangements.

“Wifi, cloud-based or remote server access, and tools like Monday.com, which helps with managing workflow, assigning work, and keeping the visibility of teams, are very helpful,” Hatherall adds.

FUTURE OF WORK

All agree that hybrid models are the future of work, and employees are now expecting and even demanding them.

“Polyworking will also form part of the future of work, where people have multiple jobs and side hustles. I see this with my own team at work,” says Hatherall.

“People want their lives to work better for them – I don’t see that they necessarily want to work less, but if they have to work hard and long hours, they’d like it to be varied, rewarding, and to be able to do it from different locations to help them feel fulfilled and happy,” she adds.

The future of work hinges on intentionality, according to Nafousi. For hybrid work to thrive, it is crucial to challenge limiting beliefs, such as the notion that “presence equals productivity” or the fear of relinquishing control.

“Leaders will need to understand how their beliefs impact team dynamics and shift from micromanaging to coaching. Hybrid work will force organizations to reimagine trust, equity, and connection,” Nafousi adds. “I see hybrid models becoming the norm, but only for companies willing to invest in human-centric leadership and personal growth for managers and teams.”