Spoiler alert: it’s complicated. But I think in a good way…
The Opportunities: Why Hybrid Feels Like a Win
First, let’s talk about the upside. Hybrid working really can be the best of both worlds. The opportunity to be flexible is golden. The HoL report highlights that hybrid models help attract and retain talent and I see that every day. Both organisations have recruited brilliant people who might never have joined us if “five days in the office” was non-negotiable. Parents, carers, colleagues with health conditions they’re thriving because we’ve embraced flexibility.
Inclusivity isn’t just a nice-to-have; it’s a strategic advantage. When you’re supporting a melting pot of expertise, finance, ethics, contracts and governance, you need diverse perspectives. Hybrid working opens doors for those who might otherwise be shut out. And let’s not forget the tech angle: the HoL report calls for investment in digital infrastructure and skills. For us, that means making sure Teams doesn’t crash mid-review and that everyone knows how to use collaborative tools without wanting to throw their laptop out the window!!
There’s also a subtle cultural benefit. Hybrid working forces us to be intentional about communication. Gone are the days of relying on corridor conversations. Now, we document decisions better, share updates more widely, and dare I say sometimes collaborate more effectively because we’re not assuming everyone “just knows.”
The Challenges: It’s Not All Smooth Sailing
Of course, it’s not perfect. The HoL report is clear: hybrid working can strain team cohesion and management practices. I feel that tension when deadlines loom and half the team is remote. It’s easy for silos to form. You know that moment when you realise someone missed a critical update because they weren’t in the office for the “quick chat”? That’s the hybrid trap.
Then there’s the productivity question. The HoL report admits the evidence is mixed. Personally, I think productivity depends less on location and more on clarity. If roles, expectations, and workflows aren’t crystal clear, hybrid working magnifies the cracks. And let’s be honest, research management is full of moving parts. Compliance deadlines don’t care if you’re working from your kitchen table.
Another challenge? Equity. Hybrid working is a privilege that doesn’t apply equally. Some roles, technical or lab-facing still need a physical presence. We risk creating a two-tier culture if we’re not careful. That’s something I worry about: how do we make sure flexibility doesn’t become favouritism?
So, Where Do We Go From Here?
Here’s my take: hybrid working isn’t a fad; it’s a fundamental shift. But it’s not about splitting time 50/50, it’s about designing work around purpose. We should ask ourselves: What tasks genuinely benefit from being in the same room? Complex contract negotiations or big-picture strategy sessions often need that face-to-face energy. But routine reporting? That can happen anywhere.
We also need to double down on culture. As I learnt from listening to Lois’ podcast this morning, hybrid working doesn’t mean less human connection; it means more intentional connection. Virtual coffee catch-ups, clear onboarding for remote staff, and leadership that models flexibility without losing accountability, that’s got to be the sweet spot.
And let’s not forget the tech. If hybrid working is here to stay, then digital skills aren’t optional. They’re as essential as knowing the difference between a grant and a contract (and yes, that’s still a thing)!
Final Thoughts
Hybrid working in a Joint Research Office isn’t just a logistical shift, it’s a cultural one. It challenges us to rethink what “being present” really means. The two organisations the JRO supports have different approaches to Hybrid working. Embracing their differences to find opportunity is an ever-present consideration at the forefront of my mind when optimising how we co-create solutions aimed at unblocking the bottlenecks associated with translational and clinical research initiation and delivery. It can’t just be about sitting at a desk from nine to five; it’s about being engaged, connected, and accountable, wherever we are. Lois refers to this as “Intentional Presence”
The House of Lords report makes one thing clear: hybrid working isn’t going away. So, the question isn’t should we do it, it’s how do we do it well? For me, that starts with purpose-driven design. Every meeting, every policy, every workflow should answer one simple question: Does this help us deliver better research support? If the answer is yes, great. If not, it’s a signal to rethink.
We also need to embrace the human side of this change. Hybrid working can feel isolating if we don’t actively build community. That means creating moments for informal connection. In her podcast, Lois provides a number of suggestions as to how you can do that. What is absolutely clear is that culture doesn’t happen by accident; it’s built, brick by brick.
And that brings me on to the subject of trust. Effective hybrid working thrives on trust. Micromanagement kills it. If we want flexibility to work, we need to trust our teams and give them the tools and clarity to succeed. That’s not just about tech; it’s about transparent expectations and shared accountability. Lois refers to this as ‘Trust through Clarity’
Hybrid working isn’t a fixed destination; it’s a journey. What works today might need tweaking tomorrow. So, let’s listen, learn, and adapt together. Because at the end of the day, hybrid working isn’t about where we sit, it’s about how we show up for our colleagues, our institutions, and for the translational and clinical research we support.