Learning Methods
A traditional classroom couples on-site learning with the added value of face-to-face interaction with instructors and peers. With courses and exams scheduled worldwide, you will be sure to find a class near you.
Highly Interactive
On-going interaction with instructor throughout the entire classroom event
Interaction with peers/professionals via face-to-face
Components (May Include)
On-site instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available two weeks prior to the course start date; printed course materials ship directly to the event location
One + Days
Varies by course ranging from one to multiple days
Technical Needs
Specific requirements are clearly noted on the course page
Virtual Classroom
Ideal for those who appreciate live education instruction, but looking to save on travel. A virtual classroom affords you many of the same learning benefits as traditional–all from the convenience of your office.
Highly Interactive
On-going interaction with instructor throughout the entire virtual classroom event
Interaction with peers/professionals via online environment
Components (May Include)
Live online instructor-led delivery of course modules, discussions, exercises, case studies, and application opportunities
Supplemental learning elements such as: audio/video files, tools and templates, articles and/or white papers
E-course materials available up to one week prior to the course start date. Recorded playback and supplemental materials available up to seven days after the live event.
Varies by course ranging from one to multiple sessions
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Phone line access
A self-paced, online learning experience that allows you to study any time of day. Course material is pre-recorded by an instructor and you have the flexibility to view content modules as desired.
Independent Learning
Components (May Include)
Pre-recorded course modules
Supplemental learning elements such as: audio/video files, online quizzes
E-course materials are available online within one business day of purchase
Optional purchased print material ships within 7 business days
120 Days - Anytime
120-day access to e-course materials available online within one business day from the date of purchase
Direct access to all components
Technical Needs
Adobe Flash Player
Acrobat Reader
Computer with sound capability and high-speed internet access
Contact Sponsor
Paul Thompson
Phone: 1 44 01614322584
Contact by Email | Website
Sorry, you can't add this item to the cart.
You have reached the maximum allowed quantity for purchase in your cart or the item isn't available anymore.
Product successfully added to your cart!
View your cart
Continue shopping
Please note our website will be down this Friday, November 5 from 9pm ET – 11pm ET for routine maintenance. We apologize for any inconvenience.

Mastering the Hybrid Work Model

The coronavirus pandemic has given scores of employees their first taste of remote work on a regular basis.

And many of them have decided they like it.

Take a recent Gallup poll, for example, which found nearly two-thirds of U.S. workers who have been working remotely during the pandemic saying they would like to continue doing so in the future.


Overall, 35% of those who have worked remotely said they would simply prefer it going forward, while 30% said they would like to continue working away from the office because of their coronavirus-related concerns.

It’s still impossible to say when COVID-19 will be safely in the rearview. But many employers have already begun to envision a post-pandemic workplace that offers employees more long-term remote work options, but doesn’t forsake face time at the office altogether.

Consider a recent PwC survey of 133 executives and 1,200 office workers. Conducted in November and December 2020, the poll finds the majority of companies are “heading toward a hybrid work model where a large number of office employees rotate in and out of offices configured for shared spaces.”

The study sees no consensus, however, in terms of how much time employees should be working at home and how often they should be coming into the office.

For example, 55% of the employees surveyed said they would prefer to work remotely at least three days a week once pandemic concerns subside.

Most executives, meanwhile, said they expect their organizations to continue offering remote work options beyond the pandemic, but 68% of them said the average employee should be in the office at least three days a week in order to maintain “a distinct company culture.”

So how does a given company strike the right balance of work-from-home and in-office options for its particular workforce?

“Like most decisions going forward, the balance of remote versus in-office work comes down to aligning with specific company cultural values that employees can relate to,” said Natalie Baumgartner, chief workforce scientist at Achievers.

Company leadership has a host of factors to consider in finding the sweet spot, she said.

“Leaders must ask, ‘How do I show my employees the benefits of coming into the office, in alignment with strengthening the culture? Are there set days when employees are required to come in, or can we allow for more flexibility? How can we instill a more distinct culture even before we return to the office?

These questions, and the answers they uncover, “are not one size fits all,” said Baumgartner, “as it’s critical that companies develop a plan that is aligned with both their strategy and their company values.”

Ravin Jesuthasan, global leader for transformation services at Mercer, agrees that a company should be careful “not to view the workforce or work as homogenous” as it weighs hybrid work models.

“The opportunities for remote work are often clouded by work being viewed as synonymous with jobs, and that leads to blanket rules like the ones highlighted by this PwC research,” he said. “When organizations get beyond the job to the component activities, they see opportunities for flexibility that might not be immediately obvious.”

For instance, a lab technician at a pharmaceutical company might not appear to be a viable candidate for remote work. But a thorough analysis of the role could find a number of tasks that did not depend on a specific location or equipment, such as independent analysis of lab results or reviewing research, Jesuthasan said.

“Organizations need to be led by the work as they seek to find the right balance of in-person versus remote work,” he said.

The company must also understand a given position’s component activities — do they require synchronous collaboration versus being performed independently? Are they location- or equipment-specific versus being able to be performed anywhere? — and then make decisions with the employee as to what flexible work options make the most sense for them.”

In the minds of some employees who have gotten used to remote work in recent months, the most sensible, or at least most preferable, option is to stay away from the office as much as possible going forward. The organization also needs to address the concerns of these workers who are hesitant to be in the office on a frequent basis, or at all.

“When we’re able to safely return to the office, even if it’s only part-time, that shift will be an adjustment for many employees,” Baumgartner said. “It’s critical that leaders are making decisions regarding the return to work with employees’ needs in mind, if they hope to attract and retain talent.”

The best way to get a grasp on employee concerns, she said, is simply to listen, whether it’s by conducting employee surveys or providing workers with other forums to share their thoughts on returning to a shared workspace.

“Gathering honest feedback is a critical step in developing strategies that speak to employee needs and foster trust and transparency within the organization.”

Ultimately, some organizations might rely on incentives, in some form, to help coax hesitant workers back to the office.

What those incentives look like will differ from company to company, said Baumgartner.

For instance, while some might require employees to be back in the office three days a week, the organization might increase flexibility in terms of the amount of time spent in the office on those days.

A company could also provide transportation reimbursement to cover the costs that employees have not had to pay since the pandemic began. Or, companies might offer more child care support or extended paid family leave to working parents who are required to return to in-person work in some capacity.

Leadership must keep in mind that employees’ feelings and needs are subject to change, added Baumgartner.

“As leaders continue to navigate the remainder of the pandemic, and we see a return to a semblance of normalcy, employee sentiment may change quickly, and leaders need to be aware of how the current climate is impacting employee needs,” she said.

“Once leaders identify employee reservations or concerns about returning to the office, it will be much easier to proactively and effectively address them.”

About the Author

Mark McGraw Bio Image

Mark McGraw is the managing editor of Workspan.

About WorldatWork

WorldatWork is a professional nonprofit association that sets the agenda and standard of excellence in the field of Total Rewards. Our membership, signature certifications, data, content, and conferences are designed to advance our members’ leadership, and to help them influence great outcomes for their own organizations.

About Membership

Membership provides access to practical resources, research, emerging trends, a professional network, and career-building education and certification. Learn more and join today.