Hybrid Working 2: Understand the stories behind your data

Using data when designing or adapting a hybrid workspace

Data forms a key part of informing the design of a hybrid organisation, from understanding how people work to creating optimal workspaces.

Collecting data on how people work and their activities can provide accurate insight from which to design a hybrid work policy. The difference between how people would work on a collaborative, functional or cross-functional team project versus leadership sessions, administrative tasks, or concentrated, individual work will vary significantly. Similarly, people working with tangible equipment or products need spaces adapted for this type of work.

Activity analysis to understand the types of work completed at a functional, team or individual level may influence the hybrid model that is the best fit for an organisation. This is also an excellent opportunity to review and potentially improve the value add and non-value add activity in an organisation’s processes.

Understanding how people work will also provide valuable insight into the collaboration that happens in your organisation and how it happens.

Understanding the time spent in meetings – and whether these are online or in the office – will provide insights into work patterns that enable a hybrid approach that supports outputs, focus and deadlines.

Using data to understand how people work will also allow an organisation to create an office environment and workspace that supports effective work and provides a great working experience for employees. Hybrid offices of the future may be designed to provide open-plan collaborative spaces or quiet library-style areas.

Gathering data about how and when desk space is used and whether meeting rooms are routinely over or under capacity, will help space planners understand the future requirements for office space, and specifically the need for collaborative spaces, hot desks, innovation hubs, and one-to-one meeting areas.

“Employees are being tempted back to the office for social and networking reasons.”

Research[1] has shown that employees are being tempted back to the office for social and networking reasons. Understanding how people work and combining this with their personal drivers for returning to the office will support the creation of a productive and pleasant working environment.

Another dimension is looking at where people best work. This may be in a central office, a branch, shop or warehouse. Alternatively, it might be on-site with a supplier, at home or even in a cafe. Gathering data on where people are most productive will inform the hybrid working strategy and ensure employees have the devices, security, and connectivity they need to work from all locations.

Talking to people and collecting qualitative insights will help us understand the stories behind the data. Involving leaders in focus groups to discuss needs and options can be powerful in ensuring policies and decisions are closely connected to the employees who work with them.