HR Expert Explains Why Hybrid Working Must Be Led as a Culture, Not a Policy

Why It Matters

Treating hybrid work as a cultural framework, not a checklist, directly impacts employee wellbeing and long‑term productivity, positioning companies for competitive advantage in the evolving workplace.

Key Takeaways

• Treat hybrid as culture, not merely policy.
• Flexibility must align with employee energy cycles.
• Leaders should model healthy boundaries and trust.
• Performance measured by outcomes, not office visibility.
• Structured flexibility accommodates diverse role needs.

Pulse Analysis

The hybrid work debate has moved beyond a pandemic‑driven perk to a strategic imperative for organizations seeking resilient performance. Companies that embed flexibility into their cultural DNA, rather than issuing top‑down policies, create an environment where employees can self‑manage energy peaks and troughs. This cultural shift aligns with broader talent trends that prioritize autonomy, mental health, and purpose, allowing firms to attract and retain skilled workers who value work‑life integration.

Leadership plays a pivotal role in translating hybrid concepts into daily reality. When executives consistently model boundaries—such as respecting non‑working hours and limiting unnecessary meetings—they set a tone that normalizes trust over visibility. Managers must pivot from counting hours in the office to evaluating outcomes, using clear goals and frequent check‑ins to sustain accountability. This outcome‑focused approach reduces the pressure to be constantly available, curbing burnout while preserving collaboration through intentional in‑person interactions.

Looking ahead to 2026, HR leaders are urged to redesign work rather than merely locate it. Structured flexibility, which blends clear expectations with individualized options, addresses the varied needs of different roles, life stages, and personal preferences. By prioritizing sustainable performance metrics, reducing low‑value meetings, and fostering a shared understanding of workload, organizations can achieve business objectives without sacrificing employee wellbeing. This cultural reorientation positions firms to thrive in a hybrid‑first world where adaptability and human‑centric design are the new standards of success.

HR expert explains why hybrid working must be led as a culture, not a policy

By Max Moen, Head of People and Culture at Haypp

As organisations continue to refine their hybrid working models, the focus needs to shift from flexibility as a benefit to flexibility as a foundation for sustainable performance and employee wellbeing.

Here, Max Moen, Head of People and Culture at Haypp, shares how hybrid working can support employee wellbeing and improve performance when it is designed intentionally and supported by strong leadership.

Supporting employee well‑being during high‑pressure and low‑energy periods

Hybrid working can support wellbeing by giving people flexibility to manage energy, not just time. During low‑energy periods such as late winter, that flexibility becomes especially important. However, flexibility alone is not enough. Connection plays a critical role in maintaining well‑being when energy levels are low. This is why time spent together in the office still matters. Shared presence helps build relationships, create momentum and reduce feelings of isolation, which can increase during quieter or more demanding periods.

Treating hybrid work as a culture, not a policy

One of the most common mistakes organisations make is treating hybrid working as a policy rather than a culture. Without clear expectations, hybrid models can unintentionally increase stress, blur boundaries and create pressure to be constantly available. Flexibility only works when it is intentional, clearly communicated and supported by leaders who set the tone for what flexible work means for the organisation.

Supporting wellbeing in hybrid teams

Managing hybrid teams requires a shift away from measuring performance through visibility and towards trust, clear communication, and measuring outcomes. Managers need to prioritise frequent check‑ins, clear goals and realistic workloads. Supporting wellbeing in hybrid environments depends on establishing a shared understanding of expectations and priorities, and leaders who actively role‑model healthy boundaries.

Recognising that hybrid working does not work the same for everyone

Hybrid working does not improve wellbeing in the same way for everyone. Its impact varies depending on a person’s role, life stage and experience. This is why structured flexibility is essential. Clear expectations provide stability, while room for individual needs allows people to work in a way that best supports their wellbeing and enables performance.

What HR leaders should rethink about hybrid work in 2026

Looking ahead, HR leaders should spend less time focusing on where people work and more time focusing on how work is designed. Expecting constant availability of employees is a recipe for burnout and will not improve performance. Fewer low‑value meetings, realistic workloads, and shared expectations are the key. A focus on sustainable performance over the long term, rather than measuring availability or time in office, will help ensure business objectives are achieved while supporting employee wellbeing.