I think hybrid work is challenging in the sense that you've made this choice to sit in the middle between the workplace and home, and that flexibility may often come with a lack of structure. So I think the key will be to structure hybrid work so it's just as predictable as either all remote or all in-person.
So you know when the employee is in the office. Everybody else knows when that employee is in the office. And you know what tasks are done while the employee is in the office versus the tasks that are done at home. I think that structure will go a long way to making the uncertainty around hybrid, both for the worker themselves and for their colleagues, kind of disappear and lessen over time.
I think the structure around the days that are in the office being consistent so you can plan on those activities, you can plan on the purpose why people are in the office and get the most benefit, both from an employee experience perspective, and your colleagues, as well as the predictability of just managing the hybrid environment.
So again, I think that's going to be the dynamic of that workspace and being flexible enough to provide the experiences for people when they're in the office to be the most productive and get the most out of it. Could be for new hires, it could be for development, it could be for large-scale programs and projects. I mean, there's a whole host of reasons why it makes sense to have people together. But having that structure and predictability around that I think is going to help it be successful.