State of Hybrid Work in IT: A Trend Report

When tech giants can’t agree and best practices change by the minute, forge your own path to your next normal.

Hybrid is here. Now how do we do this?

The pandemic has catapulted hybrid work to the forefront of strategic decisions an organization needs to make. According to our State of Hybrid Work in IT survey conducted in July of 2022, nearly all organizations across all industries are continuing some form of hybrid or remote work long-term (n=518). Flexible work location options are the single greatest concern for employees seeking a new job. IT departments are tasked with not only solving hybrid work questions for their own personnel but also supporting a hybrid-first organization, which means significant changes to technology and operations.

Faced with decisions that alter the very foundation of how an organization functions, IT leaders are looking for best practices and coming up empty. The world of work has changed quickly and unexpectedly. If you feel you are “winging it” in the new normal, you are not alone.

95% of organizations are continuing some form of hybrid or remote work.

n=518

47% of respondents look at hybrid work options when evaluating a new employer, vs. 46% who look at salary.

n=518

Hybrid work model decision tree

Your organization, your employees, your goals – your hybrid work

The days of a “typical” workplace have passed. When it comes to the new world of hybrid work, there is no best-of-breed example to follow.

Among the flood of contradictory decisions made by industry leaders, your IT organization must forge its own path, informed by the needs of your employees and your organizational goals.

All IT work models can support the broader organization. However, IT is more effective in a hybrid work mode.

Stay informed on where your industry is headed, but learn from, rather than follow, industry leaders.

All industries reported primarily using partial, balanced & full hybrid work models.

All industries reported some fully remote work, ranging from 2-10% of organizations surveyed.

Construction and healthcare & life sciences did not require any fully in-office work. Other industries, between 1-12% required fully in-office work.

Move beyond following tech giants

The uncomfortable truth about hybrid work is that there are many viable models, and the “best of breed” depends on who you ask. In the post-pandemic workspace, for every work location model there is an industry leader that has made it functional. And yet this doesn’t mean that every model will be viable for your organization.

In the absence of a single best practice, rely on an individualized cost-benefit assessment rooted in objective feasibility criteria. Every work model – whether it continues your status quo or overhauls the working environment – introduces risk. Only in the context of your particular organization does that risk become quantifiable.

Don’t make the mistake of emulating the tech giants, unless they are your direct competition. Instead, look to organizations that have walked your path in terms of scope, organizational goals, industry, and organizational structure.

Comparative

Your competitors

Info-Tech Insight

Remember, your competitors are not just those who compete for the same customers but also those who compete for your employees.

IT must balance commitments to both the organization and its employees

IT has two roles: to effectively support the broader organization and to function effectively within the department. It therefore has two main stakeholder relationships: the organization it supports and the employees it houses. Hybrid work impacts both. Don't make the mistake of overweighting one relationship at the expense of the other. IT will only function effectively when it addresses both.

Track your progress with the right metrics

This report contains:

1. IT and the Organization
   1. IT Effectiveness
      in a Hybrid World
   2. The Impact of Hybrid on Infrastructure & Operations
2. IT and Its Employees
   1. What Hybrid Means for the IT Workforce
   2. Leadership for Hybrid IT Teams

This report is based on organizations like yours

This report is based on organizations like yours

This report is based on organizations like yours

This report is based on organizations like yours

At a high level, hybrid work in IT is everywhere

INDUSTRY

ORGANIZATIONAL SIZE

POSITION LEVEL

• Executive
• Director
• Supervisor/Manager
• Student/Contractor/Team Member

100% of industries, organizational sizes, and position levels reported some form of hybrid or remote work.

Work model breakdown at the respondent level

n=516

Industry lens: Work location model

Percentage of IT roles currently in a hybrid or remote work arrangement

Work location model by organization size

Hybrid work options

Expense reimbursement

NOTES

n=518

Home office setup: One-time lump-sum payment

Home utilities: Gas, electricity, lights, etc.

Other: Office supplies, portion of home rent/mortgage payments, etc.

01 TECHNOLOGY

IT and the Organization

Section 1

The promise of hybrid work for IT department effectiveness and the costs of making it happen

In this section:

1. IT Effectiveness in a Hybrid World
2. The Impact of Hybrid on Infrastructure & Operations

Hybrid work models in IT bolster effectiveness

IT’s effectiveness, meaning its ability to enable organizational goal attainment, is its ultimate success metric. In the post-pandemic world, this indicator is intimately tied to IT’s work location model, as well as IT’s ability to support the work location model used by the broader organization.

In 2022, 90% of organizations have embraced some form of hybrid work (n=516). And only a small contingent of IT departments have more than 90% of roles still working completely in office, with no remote work offered (n=515).

This outcome was not unexpected, given the unprecedented success of remote work during the pandemic. However, the implications of this work model were far less certain. Would productivity remain once the threat of layoffs had passed? Would hybrid work be viable in the long term, once the novelty wore off? Would teams be able to function collaboratively without meeting face to face? Would hybrid allow a great culture
to continue?

All signs point to yes. For most IT departments, the benefits of hybrid work outweigh its costs. IT is significantly more effective when some degree of remote or hybrid work is present.

n=518

Remote Work Effectiveness Paradox

When IT itself works fully onsite, lower effectiveness is reported (6.2). When IT is tasked with supporting fully, 100% remote organizations (as opposed to being fully remote only within IT), lower effectiveness is reported then as well (5.9). A fully remote organization means 100% virtual communication, so the expectations placed on IT increase, as do the stakes of any errors. Of note, hybrid work models yield consistent effectiveness scores when implemented at both the IT and organizational levels.

IT has risen to the challenge of hybrid

Despite the challenges initially posed by hybrid and remote organizations, IT has thrived through the pandemic and into this newly common workplace.

Most organizations have experienced an unchanged or increased level of service requests and incidents. However, for the majority of organizations, service desk support has maintained (58%) or improved (35%). Only 7% of IT organizations report decreased service desk support.

Is your service desk able to offer the same level of support compared to the pre-pandemic/pre-hybrid work model?

How has the volume of your service requests/incidents changed?

Has hybrid work impacted your customer satisfaction scores?

Industry lens: Volume of service requests

It is interesting to note that service request volumes have evolved similarly across industries, mirroring the remarkable consistency with which hybrid work has been adopted across disparate fields, from construction to government.

Of note are two industries where the volume of service requests mostly increased: government and media, information, telecom & technology.

With the global expansion of digital products and services through the pandemic, it’s no surprise to see volumes increase for media, information, telecom & technology. With government, the shift from on premises to rapid and large-scale hybrid or remote work for administrative and knowledge worker roles likely meant additional support from IT to equip employees and end users with the necessary tools to carry out work offsite.

How has the volume of your service requests/incidents changed?

The transition to hybrid was worth the effort

Hybrid and remote work have been associated with greater productivity and organizational benefits since before the pandemic. During emergency remote work, doubts arose about whether productivity would be maintained under such extreme circumstances and were quickly dispelled. The promise of remote productivity held up.

Now, cautiously entering a “new normal,” the question has emerged again. Will long-term hybrid work bring the same benefits?

The expectations have held up, with hybrid work benefits ranging from reduced facilities costs to greater employee performance.

Organizational hybrid work may place additional strain on IT,
but it is clear IT can handle the challenge. And when it does,
the organizational benefits are tremendous.

88% of respondents reported increased or consistent Infrastructure & Operations customer satisfaction scores.

What benefits has the organization achieved as a result of moving to a hybrid work model?

n=487

Hybrid has sped up modernization of IT processes and infrastructure

Of the organizations surveyed, the vast majority reported significant changes to both the process and the technology side of IT operations. Four key processes affected by the move to hybrid were:

• Incident management
• Service request support
• Asset management
• Change management

Within Infrastructure & Operations, the area with the greatest degree
of change was network architecture (reported by 44% of respondents), followed closely by service desk (41%) and recovery workspaces and mitigations (40%).

63% of respondents reported changes to conference room technology to support hybrid meetings.

n=496

IT Infrastructure & Operations changes, upgrades, and modernization

What process(es) had the highest degree of change in response to supporting hybrid work?

Hybrid has permanently changed deployment strategy

Forty-five percent of respondents reported significant changes to deployment as a result of hybrid work, with an additional 42% reporting minor changes. Only 13% of respondents stated that their deployment processes remained unchanged following the shift to hybrid work.

With the ever-increasing globalization of business, deployment modernization practices such as the shift to zero touch are no longer optional or a bonus. They are a critical part of business operation that bring efficiency benefits beyond just supporting hybrid work.

The deployment changes brought on by hybrid span across industries. Even in manufacturing, with the greatest proportion of respondents reporting “no change” to deployment practices (33%), most organizations experienced some degree of change.

Has a hybrid work model led you to make any changes to your deployment, such as zero touch, to get equipment to end users?

Industry lens: Deployment changes

Has a hybrid work model led you to make any changes to your deployment, such as zero touch, to get equipment to end users?

Hybrid work has accelerated organizational digitization

Over half of respondents reported significantly decreased reliance on printed copies as a result of hybrid. While these changes were on the horizon for many organizations even before the pandemic, the necessity of keeping business operations running during lockdowns meant that critical resources could be invested in these processes. As a result, digitization has leapt forward.

This represents an opportunity for businesses to re-evaluate their relationships with printing vendors. Resources spent on printing can be reduced or reallocated, representing additional savings as a result of moving to hybrid. Additionally, many respondents report a willingness – and ability – from vendors to partner with organizations in driving innovation and enabling digitization.

With respect to changes pertaining to hard copies/printers as a result of your hybrid work model:

Hybrid work necessitates network and communications modernization

The majority (63%) of respondents reported making significant changes to conference room technology as a result of hybrid work. A significant proportion (30%) report that such changes were not needed, but this includes organizations who had already set up remote communication.

An important group is the remaining 8% of respondents, who cite budgetary restrictions as a key barrier in making the necessary technology upgrades. Ensure the business case for communication technology appropriately reflects the impact of these upgrades, and reduce the impact of legacy technology where possible:

• Recognize not just meeting efficiency but also the impact on culture, engagement, morale, and external and internal clients.
• Connect conference room tech modernization to the overall business goals and work it into the IT strategy.
• Leverage the scheduling flexibility available in hybrid work arrangements to reduce reliance on inadequate conference technology by scheduling in-person meetings where possible and necessary.

Have you made changes/upgrades
to the conference room technology to support hybrid meetings?
(E.g. Some participants joining remotely, some participants present in a conference room)

How we can help

For a comprehensive list of resources, visit
Info-Tech’s Hybrid Workplace Research Center

02 PEOPLE

IT and Its Employees

Section 2

Cultivate the dream team in a newly hybrid world

In this section:

1. What Hybrid Means for the IT Workforce
2. Leadership for IT Hybrid Teams

Hybrid means permanent change to how IT hires

Since before the pandemic, the intangibles of having a job that works with your lifestyle have been steadily growing in importance. Considerations like flexible work options, work-life balance, and culture are more important to employees now than they were two years ago, and employers must adapt.

Salary alone is no longer enough to recruit the best talent, nor is it the key to keeping employees engaged and productive. Hybrid work options are the single biggest concern for IT professionals seeking new employment, just edging out salary. This means employers must not offer just some work flexibility but truly embrace a hybrid environment.

What are you considering when looking at a potential employer?

A recession may not significantly impact hybrid work decisions overall

Declining economic conditions suggest that a talent market shift may be imminent. Moving toward a recession may mean less competition for top talent, but this doesn't mean hybrid will be left behind as a recruitment tactic.

Just over half of IT organizations surveyed are considering expanding hybrid work or moving to fully remote work even in a recession. Hybrid work is a critical enabler of organizational success when resources are scarce, due to the productivity benefits and cost savings it has demonstrated. Organizations that recognize this and adequately invest in hybrid tools now will have equipped themselves with an invaluable tool for weathering a recession storm, should one come.

What impact could a potential recession in the coming year have on your decisions around your work location?

Hybrid work may help small organizations in a declining economy

The potential for a recession has a greater impact on the workforce decisions of small organizations. They likely face greater financial pressures than medium and large-sized organizations, pressures that could necessitate halting recruitment efforts or holding firm on current salaries and health benefits.

A reliance on intangible benefits, like the continuation of hybrid work, may help offset some of negative effects of such freezes, including the risk of lower employee engagement and productivity. Survey respondents indicated that hybrid work options (47%) were slightly more important to them than salary/compensation (46%) and significantly more important than benefits (29%), which could work in favor of small organizations in keeping the critical employees needed to survive an economic downturn.

Currently considering some form of hiring/salary freeze or cutbacks, if a recession occurs

NOTES

n=520

Small: <101 employees

Medium: 101-5000 employees

Large: >5,000 employees

Hybrid mitigates the main challenge of remote work

One advantage of hybrid over remote work is the ability to maintain an in-office presence, which provides a failsafe should technology or other barriers stand in the way of effective distance communication. To take full advantage of this, teams should coordinate tasks with location, so that employees get the most out of the unique benefits of working in office and remotely.

Activities to prioritize for in-office work:

• Collaboration and brainstorming
• Team-building activities
• Introductions and onboarding

Activities to prioritize for remote work:

• Individual focus time

As a leader, what are your greatest concerns with hybrid work?

Hybrid necessitates additional effort by managers

When it comes to leading a hybrid team, there is no ignoring the impact of distance on communication and team cohesion. Among leaders’ top concerns are employee wellbeing and the ability to pick up on signs of demotivation among team members.

The top two tactics used by managers to mitigate these concerns center on increasing communication:

• Staying available through instant messaging.
• Increasing team meetings.

Tactics most used by highly effective IT departments

Team success is linked to the number of tools at the manager’s disposal

The most effective hybrid team management tools focus on overcoming the greatest obstacle introduced by remote work: barriers to communication and connection.

The most effective IT organizations use a variety of tactics. For managers looking to improve hybrid team effectiveness, the critical factor is less the tactic used and more the ability to adapt their approach to their team’s needs and incorporate team feedback. As such, IT effectiveness is linked to the total number of tactics used by managers.

IT department effectiveness

Autonomy is key to hybrid team success

Not all hybrid work models are created equal. IT leaders working with hybrid teams have many decisions to make, from how many days will be spent in and out of office to how much control employees get over which days they work remotely.

Employee and manager preferences are largely aligned regarding the number of days spent working remotely or onsite: Two to three days in office is the most selected option for both groups, although overall manager preferences lean slightly toward more time spent in office.

Comparison of leader and employee preference for days in-office

Do employees have a choice in the days they work in office/offsite?

For most organizations, employees get a choice of which days they spend working remotely. This autonomy can range from complete freedom to a choice between several pre-approved days depending on team scheduling needs.

Work is still needed to increase autonomy in hybrid teams

Organizations’ success in establishing hybrid team autonomy varies greatly post pandemic. Responses are roughly equally split between staff feeling more, less, or the same level of autonomy as before the pandemic. Evaluated in the context of most organizations continuing a hybrid approach, this leads to the conclusion that not all hybrid implementations are being conducted equally effectively when it comes to employee empowerment.

As an employee, how much control do you have over the decisions related to where, when, and how you work currently?

Connectedness in hybrid teams lags behind

A strong case can be made for fostering autonomy and empowerment on hybrid teams. Employees who report lower levels of control than before the pandemic also report lower engagement indicators, such as trust in senior leadership, motivation, and intention to stay with the organization. On the other hand, employees experiencing increased levels of control report gains in these areas.

The only exception to these gains is the sense of team connectedness, which employees experiencing more control report as lower than before the pandemic. A greater sense of connectedness among employees reporting decreased control may be related to more mandatory in-office time or a sense of connection over shared team-level disengagement.

These findings reinforce the need for hybrid teams to invest in team building and communication practices and confirm that significant benefits are to be had when a sense of autonomy can be successfully instilled.

Employees who experience less control than before the pandemic report lowered engagement indicators ... except sense of connectedness

Employees who experience more control than before the pandemic report increased engagement indicators ... except sense of connectedness

Case study: Hybrid work at Microsoft Canada

How we can help

For a comprehensive list of resources, visit
Info-Tech’s Hybrid Workplace Research Center

Recommendations

The last two years have been a great experiment, but it’s not over.

Info-Tech Insight

Hybrid and remote teams require more attention, connection, and leadership from managers. The shift from doing the day-to-day to effectively leading is critical for the success of nontraditional work models. As hybrid and remote work become engrained in society, organizations must ensure that the concept of the “working manager” is as obsolete as the rotary telephone.

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