The study of hybrid work is extensive and continuous. But now we’re starting to come to at least some conclusions.

Many businesses are experimenting with 3-2 or 2-3 set-ups, but it’s not working out well. The choice of how many days a week businesses need employees to work in the office is one of the most important ones they have had to make. Within businesses, hybrid work is highly diverse. There isn’t exactly a model that fits all businesses, even as they make arrangements for returning employees. A hybrid job has various emotional effects. Some people find that hybrid employment gives them a much-needed emotional lift. When returning to work with coworkers whose faces they haven’t seen in months, employees who have been desperately craving human interaction find themselves revived. Creating a hybrid work plan that is completely inclusive is really difficult. People have extremely distinct demands, and this is something that both employers and employees have learned about employment throughout the pandemic. The office’s mission has altered. Experts predicted that hybrid work would alter not just how we used the office, but also its physical appearance earlier in the pandemic. The nature of employment in the future, including hybrid arrangements, is still up in the air.

But for the time being, the emphasis will be on refining the rules and procedures that make hybrid setups work the norm, making this phase feel more intentional and less like an experiment. Global movements will help us solve immediate problems, come up with long-term fixes, and, hopefully, make hybrid work, even if progress is slow.