The office is for socialization activities, induction, collaborative activities and group meetings. And the house for administrative work, the tasks that require concentrationfor training and creative activities.

This is the opinion of the majority (between 51% and 85%, depending on the case) of the 824 workers over 18, in an addictive relationship, interviewed for the report “Hybrid work: the new normal” of Microsoft and the University of Sant’Andrea, to which Clarione exclusively agreed.

But if the answers are disaggregated according to the level of the interviewee in the pyramid of work, an interesting fact is obtained: they are those at the highest levels of management who prefer a larger share to work in the office.

For example: While the majority of respondents at all levels prefer face-to-face team meetings, at the highest level of leadership, 82% prefer it; 69% at executive level, 66% among middle managers and 58% among non-supervisors.

Conversely, 20% of the latter group would prefer to have meetings from home while only 6% of the highest driving levels prefer to meet virtually.

“One of the things we have noticed is that the management levels and executives with the highest position and responsibility, they tend to bring together working groups so that they can be found in a place other than virtual space, ”says Silvina Úviz D’Agostino, director of human resources at Microsoft Argentina.

“There is a tendency for supervisory levels to satisfy their direct reports, to interact. from there it starts the push to return“, He adds.

Impacts of the hybrid model

The survey also investigated how the hybrid mode affected different aspects of the work. Most of the respondents thought so. positively or that its impact was neither positive nor negative.

The aspects most impacted by this working model, according to the results of the study, are productivity (60%) and team commitment (46%). Other aspects, such as sharing information about the organization, working with other areas and joining the team, do not improve or deteriorate in the hybrid mode according to 49%, 46% and 44% of the respondents, respectively.

In the end, few employees found that the hybrid model could have a negative impact. The most affected seem to be informal communication (32%) and work with different areas (21%).

Personally, in general, hybrid work is perceived as positive. The main positive impact is on personal well-being (81%), followed by the impact on task performance (66%) and personal commitment (56%).

An interesting fact is that those living with children reported a greater positive impact of hybrid work on their personal well-being compared to those who live alone or with their parents.

Just over half of the interviewees believe that this type of work neither positively nor negatively affects the level of recognition of the bosses (56%), nor on the relationship with the bosses (52%) or on the identification of each with the organization (52 %).

A considered minority negative impacts in the level of recognition of the leaders (20%) and in the identification with the organization (11%). Only 9% felt it negatively impacted their personal well-being and 5% had it negatively impacted their performance.

The survey also asked what are the consequences of this way of working that most affects workers: 64% said they were very or somehow worried about setting up mandatory face-to-face days and 61%, for missing important spontaneous conversations.

Finally, respondents were asked how much they agreed with the following proposal: “If I had to choose a place to work, prioritize those organizations that allow hybrid work“. 75% strongly agree and 19% quite agree.