Article 4 - Navigating Employee Relations in a Hybrid Work Environment


Imagine a workplace divided- half of the staff sitting in the office sipping coffee, the other half logging in from kitchens and home desks. That’s hybrid work, a mode of working that’s here to stay, balancing the best of both in-person and remote worlds. But in between the options is a dilemma. How do you keep employee relations healthy when distance and screens are the new normal? In this fourth leg of our HRM journey, we will touch on the rocky landscape of hybrid workplace, trust gaps, and changing expectations and reveal ways to bridge them. And many companies including Siemen's show us the way with a real life example and how HR can seize this new normal and turn it into an opportunity.  Let’s dive in.

The Hybrid Work Puzzle

Hybrid work is a dream, flexible schedules, fewer commutes. But it’s not all rainbows and butterflies. Casual water cooler group-chats by the printer go away. Remote workers struggle for context through infinite email threads. Isolation also seeps in. Those dialing in can feel like outsiders, out of touch with the team’s pulse (Gallup). Then there’s trust. Managers will wonder whether unseen employees are slacking, while people at home want proof that their work matters (lect. slides, 2025). These aren’t minor hiccups, they’re fractures in the infrastructure of employee relations, challenging H.R. to pivot in a split-screen world.

5 Ways The Psychological Contract Is Being Stretched 

At the core of this tension is the psychological contract, those unspoken promises between employer and employee. So, hybrid setups? It’s changing rapidly. Remote workers expect autonomy and flexibility, a powerful trade-off for leaving behind the office grind. Managers, however, like visibility, a sense of control when they can’t look over a shoulder. And when these expectations conflict, for an example, a demand for regular check-ins versus a request for autonomy , the  trust erodes. It’s HR’s job to remake this contract for the hybrid age, one that balances freedom with accountability, so that both sides feel that they are truly heard.

How to Keep Relationships Strong

How will HR Repair These Cracks? It begins with intentional, rather than incidental, communication. Regular check-ins, be it a quick Zoom huddle or even an in-person coffee, creates alignment amongst everyone . Clarity helps, too, laying down hard-and-fast rules, such as response times or office days, reduces confusion (Skedda, 2024). Trust is the glue, managers should trust outcomes, not hours logged, to give their team’s drive the faith it deserves, instead of hovering. These aren’t flashy fixes; they’re incremental steps to re-establish connection amid miles and screens.


An Example from the real world- Siemens’ Hybrid Work Approach

Siemens suggests a roadmap for getting it right. The industrial giant allows employees to work from wherever they want most days, with some required office time thrown in for face-to-face collaboration. Managers are trained to manage hybrid teams, virtual empathy 101, and digital tools ensure projects keep humming . The result? A workforce that feels trusted and united, showing that hybrid relations don’t necessarily have to be a tug-of-war.

So, What did we Learn?

Hybrid work is puzzle, and HR has all the pieces. In this divided world, employee relations can thrive by addressing communication gaps, restoring the psychological contract, and building trust. Siemens proves it’s not only feasible, but quite effective. Tune into how AI is transforming recruitment in the next article!


References

Wigert, B. (2022, March 15). The Future of Hybrid Work: 5 Key Questions Answered with Data. Gallup. https://www.gallup.com/workplace/390632/future-hybrid-work-key-questions-answered-data.aspx

Hosking, A. (2017, May 23). It’s Sunday evening, 8:00 pm, do you know what your boss is doing? My team, unfortunately, does. They know I am planning my weekly calendar, emptying my inbox and setting my top three “must do’s” for Monday morning. Linkedin.com. https://www.linkedin.com/pulse/working-boundaries-case-standardizing-email-response-angela

Asta. (2025, February 21). 10 Hybrid Work Best Practices and Common Mistakes to Avoid. TableAir - Hybrid Office Management Solutions. https://tableair.com/hybrid-work-best-practices-and-mistakes/

Skedda. (2024). Skedda. Skedda.com; Skedda. https://www.skedda.com/guides/hybrid-work

nn. (n.d). People and Organisations: Lecture slides [PowerPoint slides]. Unpublished manuscript, LMU-ESOFT.

Images

https://www.forbes.com/sites/carolinecastrillon/2022/03/06/5-tips-to-thrive-in-a-hybrid-work-environment/

‌https://www.insperity.com/blog/10-tips-for-a-successful-hybrid-employee-work-environment/

Comments

  1. Dilrukshi De Silva5 April 2025 at 02:37

    This article does an excellent job of unpacking the transformative power of AI in recruitment while not shying away from its ethical complexities. It captures both the efficiency AI brings—as seen in Unilever’s success—and the moral responsibilities HR must uphold to ensure fairness, transparency, and humanity. The message is clear: AI can supercharge hiring, but only when balanced with human empathy and ethical oversight. A timely and thought-provoking read for any HR professional.
    What are some of the major challenges hybrid work poses to employee relations?

    ReplyDelete
    Replies
    1. Akith Subasinghe5 April 2025 at 04:16

      Thanks for your feedback! I’m pleased the AI recruitment article struck a chord.
      Answering your question, hybrid work strains relations with trust issues, isolation risks, and uneven communication.
      p.s: It's evident that you have gone through my other articles as well;) I appreciate your support!

      Delete
  2. Hirishani Raveendran5 April 2025 at 04:02

    Your article highlights the challenges of hybrid work, focusing on trust and communication gaps and you have mentioned practical solutions for HR to maintain strong employee relations in a divided workplace. The Siemens example effectively shows how hybrid work can succeed with the right approach. Overall, it’s a great resource for managing a hybrid workplace.

    ReplyDelete
    Replies
    1. Akith Subasinghe5 April 2025 at 04:08

      Thanks for your thoughts! I’m happy the hybrid work challenges and solutions connected. Siemens really ties it together practically. It’s great to hear it works as a resource. Appreciating your support for this series dive into today’s workplace!

      Delete
  3. Sachini Jayalath5 April 2025 at 04:45

    Hybrid work is a delicate balance, but with clear communication and trust, it can create a strong, cohesive team. Siemens' approach is a perfect example of making it work in the new normal.

    ReplyDelete
    Replies
    1. Akith Subasinghe6 April 2025 at 09:54

      Absolutely agree with your point. Hybrid work definitely requires thoughtful coordination, but when done right, it promotes flexibility without sacrificing connection. Clear expectations, trust-based leadership, and equal support for both remote and in-office employees make a big difference. Siemens’ strategy stands out as a great example of how hybrid models can be both efficient and people-focused. It shows that with the right structure, hybrid teams can thrive in today’s evolving work culture.

      Delete
  4. Dushyantha De Fonseka5 April 2025 at 05:19

    Hi Author.
    Your article perfectly captures the paradox of hybrid work the freedom it offers versus the fragmentation it risks. The “psychological contract” framework is especially powerful it names the invisible tensions many of us feel but struggle to articulate. Building on your insights, here are three dimensions worth exploring further:
    1. The Proximity Bias Paradox
    You noted how remote workers fear becoming “outsiders.” Research shows this isn’t paranoia: proximity bias (favoring in-office employees) leads to 35% fewer promotions for remote staff (SHRM, 2024). Siemens’ mandated office days help, but could HR combat this more aggressively? For example:
    “Bias Audits”: Track decision outcomes (promotions, project assignments) by work location.
    Structured Virtual Inclusion: Reserve the first 5 minutes of meetings for remote voices to speak first.

    2. The Overcommunication Trap
    Your call for “intentional communication” is critical, but hybrid teams often swing too far—slack floods, calendar Tetris, and Zoom fatigue. Could less be more?

    Async-First Culture: Encourage documentation (e.g., Loom videos, shared docs) to replace status meetings.
    3. Rethinking the Office’s Role
    Siemens uses offices for collaboration, but what about redefining office spaces entirely?

    ReplyDelete
    Replies
    1. Akith Subasinghe6 April 2025 at 09:58

      Thank you for this incredibly rich and thought-provoking comment. You raised some valid questions and perspectives that take the hybrid work conversation to the next level.

      On the proximity bias paradox, I agree entirely. This issue goes beyond perception and speaks to a very real pattern of workplace inequality. The SHRM data you referenced adds serious weight. I think your suggestion of bias audits is not only practical but essential. HR teams should absolutely track promotion and project assignment trends based on location. Transparency and accountability in these decisions will help ensure remote employees are not overlooked. Structured inclusion like inviting remote voices first in meetings could also foster a more balanced dynamic and help remote team members feel more connected and valued.

      Regarding the over communication trap, you are spot on. There is a real danger in swinging too far in the other direction. Intentional communication does not mean constant messaging. I love your suggestion of embracing asynchronous methods—Loom videos, shared documents, and recorded updates could replace meetings and ease calendar fatigue. This shift requires a cultural change, but it can make hybrid collaboration more sustainable and less mentally draining.

      Lastly, your point about redefining office spaces is so timely. Rather than treating offices as default work zones, companies can reimagine them as creative hubs, training centers, or spaces for intentional collaboration. Siemens may be on the right track by using offices for structured connection, but going further, designing space around purpose instead of presence, could unlock even greater value.

      Really appreciate you raising these questions. You have added great depth to the discussion and opened the door for more innovation in how we design hybrid workplaces.

      Delete

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