The hybrid workplace: Ensuring benefits for workers and organisations
Ippubblikat: 11 November 2025
This policy brief examines how organisations are adapting their work organisation and practices to hybrid work. Based on case studies and on data from the European Working Conditions Survey (EWCS) 2024, it examines how hybrid work is being managed in organisations and profiles important consequences for workers who have a hybrid working arrangement. The policy brief explores the main drivers of this type of work organisation and the implications for working conditions, job quality, work sustainability, and performance when compared with other forms of work organisation (e.g. fully remote and office-based arrangements).
Jekk jogħġbok innota li l-biċċa l-kbira tal-pubblikazzjonijiet tal-Eurofound huma disponibbli esklussivament bl-Ingliż u bħalissa mhumiex qed jiġu tradotti awtomatikament.
Hybrid working has moved from being an experiment to an established practice, with data from case studies showing it is now a core organisational model in some workplaces and can offer real benefits to organisations and workers.
There is no one-size-fits-all hybrid work model: success depends on flexibility in remote work frequency, levels of worker autonomy over when and where to work and clear and transparent rules that support both remote workers and their managers.
Hybrid working can improve work–life balance and productivity, but it also risks longer hours, blurred boundaries and fewer structured breaks and social interactions than on-site work. It is critical for organisations to strike the right balance between flexibility and protecting employees’ health and well-being .
Hybrid work offers great potential to improve workers’ physical and mental well-being, but employers and employees must be aware of and guard against the risks posed by unergonomic home workstations.
Hybrid working requires careful communication to avoid an upsurge in virtual meetings. Enforceable guidelines on meetings and mandatory breaks can help make the most of on-site presence for collaboration and social connection.
Although hybrid working does not necessarily limit access to training or slow career progression, extensive hybrid work (or full-time telework) requires measures to keep remote workers visible and actively engaged with their line managers and colleagues.
Din it-taqsima tipprovdi informazzjoni dwar id-data li tinsab f'din il-pubblikazzjoni.
List of tables
Table 1: Overview of case studies
Il-Eurofound jirrakkomanda li din il-pubblikazzjoni tiġi kkwotata kif ġej.
Eurofound (2025), The hybrid workplace: Ensuring benefits for workers and organisations, Publications Office of the European Union, Luxembourg.
