‭Remote/Hybrid work:Should the Model stay Long Term?‬ ‭Matar Ndiaye‬ ‭BADM 460-01‬ ‭Laurie Prange‬ ‭April 11, 2025‬ ‭1‬ ‭Executive Summary‬ ‭This report explores the impact and if hybrid and remote work models should be adopted long term.‬ ‭Hybrid and remote rapidly adopted due to the COVID-19 pandemic. The research highlights the‬ ‭significant advantages Hybrid work models offer, such as increased productivity, enhanced employee‬ ‭satisfaction, and cost savings. Remote work provides workers with greater flexibility and autonomy,‬ ‭leading to improved work-life balance and a reduction in environmental impact through decreased‬ ‭commuting. The hybrid model, which is a blend of remote and in-office work, has also proven to be‬ ‭effective in fostering employee engagement and reducing costs for businesses.‬ ‭However, despite these many benefits, hybrid and remote work models have their challenges. One of‬ ‭the main concerns is a decline in collaboration, as face-to-face interactions, critical for innovation and‬ ‭problem-solving, become less frequent. Additionally, the lack of an organizational culture can lead to‬ ‭employee disconnection, while the blending of work and home life creates boundaries that are often‬ ‭hard to manage.‬ ‭Additionally, hybrid work can show inequalities in the workplace, particularly for lower socioeconomic‬ ‭groups and women, who may face unique challenges working from home.‬ ‭To mitigate these issues, the report proposes several strategies, including creating structured hybrid‬ ‭schedules, implementing mentorship programs, and introducing policies to restore work-life boundaries.‬ ‭2‬ ‭By adopting these strategies, businesses can address the drawbacks of remote work while ensuring that‬ ‭it remains a sustainable and productive model for the future.‬ ‭Table of Contents‬ E‭ xecutive Summary‬ ‭Table of Contents‬ ‭Introduction‬ ‭Methodology‬ ‭The Systematic Literature Process‬ ‭Procedure‬ ‭Instruments‬ ‭Findings‬ ‭Increase in Productivity‬ ‭Productivity among Canadian Workers of all Ages‬ ‭Flexibility and Autonomy‬ ‭Technological Enablers‬ ‭Cost Saving for Organizations‬ ‭Drawbacks‬ ‭Collaboration Issues‬ ‭Employee feeling disconnected‬ ‭Workplace Inequality‬ ‭Work-life Boundaries‬ ‭Conclusion for drawbacks‬ ‭My thoughts on how to Mitigate these issues‬ ‭Better Collaboration Strategies‬ ‭‬ 2 ‭3‬ ‭4‬ ‭6‬ ‭6‬ ‭7‬ ‭8‬ ‭8‬ ‭9‬ ‭10‬ ‭12‬ ‭13‬ ‭14‬ ‭15‬ ‭16‬ ‭17‬ ‭17‬ ‭18‬ ‭19‬ ‭20‬ ‭20‬ ‭3‬ S‭ trengthen Organizational Culture‬ ‭Address Workplace Inequalities‬ ‭Restoring work-life boundaries‬ ‭Conclusion for these mitigation strategies‬ ‭Conclusion:‬ ‭References‬ ‭ 1‬ 2 ‭21‬ ‭22‬ ‭23‬ ‭23‬ ‭25‬ ‭Introduction‬ ‭The way of traditional work has shifted in these past few years because of the Covid-19 pandemic but‬ ‭the remaining question is should it stay in the long run. Hybrid/ Remote work which is also known as‬ ‭telecommuting has been a concept for a long time, however even more in the past few years as the‬ ‭Covid-19 pandemic has made it more common as people had to work from home to best avoid getting‬ ‭the disease. Hybrid and remote work models where employees split time between home and the office‬ ‭or work entirely from remote locations, have emerged as dominant features of the modern workforce.‬ ‭These models have not only changed daily work routines but also reshaped employee expectations,‬ ‭employer strategies, and organizational culture across industries worldwide. The overall appeal to‬ ‭employees is the fact that there is more satisfaction in the job because of more flexibility and an overall‬ ‭better work-life balance. For employers, the Hybrid work model promises enhanced productivity, and‬ ‭reduced costs. For employees, they have reported fewer distractions, more autonomy, and more control‬ ‭over their schedules, factors that contribute to both personal well-being and professional performance.‬ ‭However, the shift to hybrid and remote work is not without its problems. While many employees can‬ ‭thrive in remote settings it is not for everyone. Others can struggle with isolation, lack of access to‬ ‭4‬ ‭mentorship, and blurred boundaries between personal and professional life. Employers, too, face‬ ‭challenges in maintaining team cohesion, fostering collaboration, and sustaining company culture in a‬ ‭dispersed environment. Additionally, remote/ hybrid work models have different types of complexities in‬ ‭being consistent in communication, performance evaluation, and organizational fairness, especially.‬ ‭towards women as from the research I conducted, there are some problems that were outlined.‬ ‭Hybrid Work does have its issues in the fact that they have some drawbacks which I will be discussing in‬ ‭this report as well as recommending some strategies that could be used to mitigate \these problems.‬ ‭With remote work, the drawbacks would be that the work can get boring as people do not want to be in‬ ‭online meetings for a 9-5 and it can lead to fatigue and productivity issues which is a counterargument to‬ ‭why it should not be adopted. While this is true, there are ways for companies to work around it which I‬ ‭will be going into more detail. The other main drawbacks that can come out of remote work would be‬ ‭collaboration issues and collaboration and innovation issues since there is an absence of face-to-face‬ ‭interaction which is a key limitation, especially for the IT field. There are some ways around this issue‬ ‭too. Some of the mitigation strategies for companies to work around the drawbacks will consist of‬ ‭different scheduling, implementing Cultural-Building initiatives, and giving the workers a right to‬ ‭disconnect.‬ ‭As companies, especially in the West continue to debate if they should adopt the hybrid/ remote work‬ ‭model they should be considering all factors and address what drawbacks can arise as a result and‬ ‭attempt to find strategies to combat them as a result. This report is mainly aimed at Canadian business‬ ‭owners for them to consider adopting more hybrid/ remote work settings and ways that they should do‬ ‭5‬ ‭so in which that benefits the customer as well as the company in general. I believe that remote/ hybrid‬ ‭work should be more adopted in Canadian workplaces because of the productivity gains, enhanced‬ ‭employee satisfaction and how cost-effective it is for Canadian Workplaces. To support this argument,‬ ‭the essay will explore the multifaceted benefits of remote and hybrid work, drawing on a wide range of‬ ‭academic and industry research., and interviews conducted with employees in hybrid work‬ ‭environments It will then address key criticisms and limitations, presenting counter-arguments and‬ ‭solutions to the most pressing concerns. Ultimately, the discussion will emphasize that while hybrid and‬ ‭remote work are not without flaws, they represent a critical evolution in modern work practices, one‬ ‭that organizations must adapt to thoughtfully and strategically to remain competitive, inclusive, and‬ ‭sustainable in the future of work.‬ ‭.‬ ‭Methodology‬ ‭The Systematic Literature Process‬ ‭While conducting my research, I have been using the systematic literature review to do so as it is‬ ‭extremely helpful in analyzing existing peer-reviewed articles on the impact of hybrid and remote work.‬ ‭Using the SLR method allowed me to focus on high-quality sources that met specific, relevant criteria‬ ‭that I had originally set out. This approach helped me narrow down the most valuable evidence to‬ ‭support my research. I managed to filter my findings based on key themes such as long-term‬ ‭6‬ ‭sustainability, productivity, employee engagement, and company culture, all of which are central to‬ ‭understanding how hybrid and remote work have reshaped modern workplaces and if they should stay.‬ ‭The SLR not only helped me organize my research more effectively but also introduced me to more areas‬ ‭of interest that I had not initially considered as I was originally researching the drawbacks but then found‬ ‭some that I believe should be addressed in this report. Overall, the SLR better helped my ability to‬ ‭answer the research question: How impactful are hybrid and remote work, and should it stay? The‬ ‭evidence I gathered through this method provided a clear and credible foundation for my analysis and‬ ‭helped me form a more well-rounded, evidence-based conclusion. Reflecting on the process, I found that‬ ‭using an SLR significantly enhanced the quality and depth of my report, making it a valuable tool for any‬ ‭research project that requires a critical look at existing academic literature.‬ ‭Procedure‬ ‭The procedures I used to gather sources for this research are keyword searching, advanced keyword‬ ‭searching, and citation chaining. Keyword searching refers to searching key terms based on your‬ ‭research and trying to find relevant sources. Advanced keyword searching is similar to keyword‬ ‭searching, however, it is searching key terms to find them in specific parts of the report like the abstract‬ ‭rather than just the title. Finally, Citation chaining is a method of looking at citations used in the research‬ ‭literature you found and has helped me add sources.‬ ‭7‬ ‭Instruments‬ ‭The Instrument I found that would be most helpful in me navigating this topic would be myself‬ ‭conducting interviews with telecommuters and some that have been telecommuting for a long time. The‬ ‭participants in my interview consisted of family members such as my father Lamine Ndiaye, who is an IT‬ ‭consultant and a veteran worker who has worked around the world for 35 years and who has settled for‬ ‭telecommuters. The other one being interviewed is my brother Amadou Ndiaye, a Bilingual Collector‬ ‭who is relatively new to hybrid work and is a great source to find a younger worker's perspective on‬ ‭Hybrid work.‬ ‭Findings‬ ‭Throughout this whole research, the main findings would be that most employees that are in Companies‬ ‭around the world who have adopted the hybrid work model since the pandemic have reported an‬ ‭increase in productivity, flexibility, and autonomy. One of the main people in Canada who are looking to‬ ‭be employed is the younger adults who themselves are used to working from home in some capacity‬ ‭due to them having to take online classes due to the COVID-19 capacity. Other factors are the benefits of‬ ‭remote work and they would be the increase in employee-satisfaction as the stress that comes with‬ ‭commuting, especially with workers who have to commute for a long time, is gone. Another benefit that‬ ‭comes from hybrid work would be the environmental impact that it has, especially in major cities.‬ ‭8‬ ‭Nowadays, there are way too many ways of transportation to get workers from point A to point B and as‬ ‭a result, there are way too many carbon emissions. Remote work would decrease the need for‬ ‭commuting which would benefit the environment and reduce carbon footprint. Some drawbacks can‬ ‭come as a result as since working is in a remote environment and there is no face-to-face‬ ‭communication, it can lead to collaboration challenges as well as the concept of company culture is‬ ‭non-existent as a result.‬ ‭Increase in Productivity‬ ‭In workplaces, the main attribute that employers are looking for in their employees is how much‬ ‭productivity they can manage to get out of them. With remote work, the main assumption of some‬ ‭people would be that employees would not be as productive as there is a certain comfort that comes‬ ‭from working from home which is debatable. However, multiple studies would contradict this thinking as‬ ‭many companies around the world have noticed that production does not take a hit as a result of remote‬ ‭work. The article “ Why Working from Home Will Stick” By Jose Maria Barrero, states that Productivity is‬ ‭expected to increase by 5% as a result of the fact that there is less commuting(Barrero et al,2021). This is‬ ‭based on a study done in the United States and aligns with the article “How effective is telecommuting?‬ ‭Assessing the status of our scientific findings.” Tammy Allen links the increase in job satisfaction among‬ ‭telecommuters to increased flexibility(Allen et al,2015). While Barerro his study is based on the Covid-19‬ ‭9‬ ‭pandemic so it does not predict the long-term trends based on a lot of information it can for Allen’s‬ ‭article as it was done in 2015, way before anyone thought of a global pandemic‬ ‭Productivity among Canadian Workers of all Ages‬ ‭10‬ ‭In this graph which is the results based on a study conducted by Statista Canada, they find that most‬ ‭workers in Canada from the ages of where you can legally work to the expected age of retirement, can‬ ‭accomplish the same work or more and young adults within the ages of 15-34 accomplish the same‬ ‭amount of work(Statista, 2021). The graph also outlines a 36.1% increase in productivity for older‬ ‭workers in the age range of 51-64. The older workers are the ones that need to be more taken care of as‬ ‭there are fewer in the workforce and they also have problems staying productive.‬ ‭Additionally, the study provides further insights by highlighting that sustained productivity over decades‬ ‭is not exclusively linked to youth but is also significantly influenced by the expertise and well-developed‬ ‭skill sets that come with experience. Over time, workers tend to change the way they approach tasks,‬ ‭resulting in more high-quality performance even as they face the natural challenges of aging. The graph‬ ‭shows that older workers continue to contribute effectively despite some limitations that might emerge,‬ ‭showing a great mix of being efficient and reliable. Their productivity may benefit from years of‬ ‭accumulated knowledge and a proven track record in adapting to varying work demands. Moreover, this‬ ‭information underscores the need for organizations to invest in continuous training and ergonomic‬ ‭improvements tailored to an aging workforce. By acknowledging these factors, employers can create‬ ‭supportive environments that encourage innovation and sustain productivity. To conclude on this point,‬ ‭by leveraging the flexibility and reduced physical strain of remote work settings, older workers especially‬ ‭the ones aged 51-64 can effectively translate their experience into enhanced productivity, as the‬ ‭supportive nature of a home-based environment will mitigate the challenges traditionally associated‬ ‭with aging in the workforce.‬ ‭11‬ ‭Flexibility and Autonomy‬ ‭One of the main factors for an employee to be satisfied in his field of work is how much flexibility they‬ ‭are afforded. Hybrid work would be a good source for workers to be as flexible as possible. Most workers‬ ‭believe that for them to be flexible, they need a nice place to work and what better place than the‬ ‭comfort of your own home? In the Article “Researchers working from home: Benefits and challenges”‬ ‭Balacz Aczel found that focus-intensive work like coding, and writing saw 23% higher efficiency‬ ‭remotely, as activities that require focus were better achieved from home.' (Aczel et al.,2021).In the‬ ‭article “Current Status of Remote Work, Hybrid Work and Office Work for Information Technology”‬ ‭Shultz and Adams Professionals observed that IT professionals in hybrid roles were 20% more efficient‬ ‭due to autonomy, though it is important to note that they also emphasized that inexperienced staff‬ ‭benefit from office based supervision(Shultz & Adams,2024). Together, these studies state the need for‬ ‭tailored work arrangements. It is also important to note that both studies reveal that there are‬ ‭limitations to unstructured flexibility. Aczel et al. noted collaboration-dependent roles suffered remotely,‬ ‭as "team-based tasks were more effective in-office." Similarly, Schultz & Adams found junior IT staff‬ ‭required office environments for mentorship, suggesting flexibility works best when working remotely.‬ ‭Similarly in an interview that I conducted with Lamine Ndiaye who is an IT consultant, he stated that‬ ‭“Remote work has greatly enhanced my work-life balance by offering greater flexibility, eliminating‬ ‭commute time, and allowing me to create a personalized work environment(Ndiaye, 2025). Being able to‬ ‭12‬ ‭work from home is a benefit as it allows workers to be more flexible and particularly allows employees to‬ ‭spend more time with their families which is a blessing that most workers would want to enjoy.‬ ‭Technological Enablers‬ ‭Before the pandemic, most people were working in person rather than at home and the technology to‬ ‭work from home was not as good as it is now. The fast evolution of digital tools has been instrumental in‬ ‭mitigating the productivity challenges associated with hybrid and remote work. The Article “Making‬ ‭Space for Time: Strategies for the Design of Time-aware Hybrid Work” by Anastasia Griva et al, states‬ ‭that companies such as Slack, Microsoft Teams, and Zoom have enabled geographically dispersed teams‬ ‭to collaborate as effectively as in-person counterparts (Griva et al, 2024). The technology that has been‬ ‭implemented in the past few years has allowed for hybrid work to have little problems. These‬ ‭advancements have made it easier for employees to communicate, schedule meetings, share‬ ‭documents, and work on projects in real-time, regardless of location. The accessibility of high-speed‬ ‭internet, cloud storage, and mobile-friendly platforms has also enhanced the flexibility of work‬ ‭arrangements, making it easier for workers to switch between home and office settings. However, the‬ ‭article also raises an issue that comes with working from home which they call ‘zoom fatigue’ which‬ ‭happens when a worker is going through excessive online video meetings (Griva et al, 2024). This‬ ‭phenomenon can lead to mental exhaustion, reduced concentration, and a sense of disconnection,‬ ‭despite being virtually present. Workers can find a way to work through this and that would be by finding‬ ‭13‬ ‭ways to find balance. Griva et al also state that "Hybrid work requires a careful temporal design to‬ ‭balance productivity and well-being." (Griva et al, 2024). This means that organizations and employees‬ ‭alike need to be intentional about how time is structured, meetings are scheduled, and breaks are taken.‬ ‭By creating workflows that support autonomy and mental health, hybrid work can remain both‬ ‭productive and sustainable in the long run.‬ ‭Cost Saving for Organizations‬ ‭In Canada, specifically hybrid work should be an option that every business should consider if the work‬ ‭can be done remotely. Recently in Canada, real estate has been in disarray and there are many office‬ ‭spaces which are very expensive to rent for businesses. As a result, the option of moving operations‬ ‭online makes sense from a financial standpoint. Office rent is one of the most significant overhead costs‬ ‭for many businesses, especially small to medium-sized enterprises that may not have the capital to‬ ‭maintain a physical location in high-demand urban centers. With the rise of hybrid work models, many‬ ‭companies are starting to realize that a physical office is not always necessary to maintain productivity‬ ‭and collaboration among team members. Eliminating or downsizing office space can free up funds that‬ ‭can be redirected towards beneficial parts like technology, employee benefits, training, or even‬ ‭increasing salaries. This creates an opportunity for organizations to become more agile and efficient,‬ ‭adapting to modern working environments that better meet employee preferences. In the article‬ ‭“Efficient transportation, daycare, key to coaxing workers back to the office: Impact of hybrid work‬ ‭continues to ‘place upward pressure’ on office vacancy, says Colliers report” David Israelton states that‬ ‭"Vacancies are expected to rise by 1 percentage point this year, peaking at about 15 percent nationally‬ ‭14‬ ‭by mid-2025 (Israelton, 2024)." This data indicates that more and more businesses are either downsizing‬ ‭their offices or not using physical offices entirely, contributing to a national trend of increased vacancies‬ ‭in offices. The steady rise in vacancy rates shows a significant shift in workplace culture, where flexibility‬ ‭and remote accessibility are becoming normal rather than being the exception. As this is an issue that is‬ ‭reported to go down soon, it makes sense for companies to not want to go back to an office space.‬ ‭Businesses are recognizing the cost savings and employee satisfaction that come with hybrid models,‬ ‭and unless vacancy rates drop dramatically and rental prices become significantly more competitive, it‬ ‭may not be in their best interest to return to traditional office setups. Going further, employees have‬ ‭grown accustomed to the convenience and autonomy that come with remote or hybrid schedules, and‬ ‭mandating a full return to the office could risk employee dissatisfaction or even turnover. Therefore, the‬ ‭hybrid work model is not only a practical solution but it has become a strategic one as well.‬ ‭Drawbacks‬ ‭As the Adoption of Hybrid and remote work was accelerated by the Covid-19 pandemic, the modern-day‬ ‭workplace is different and in some ways, it is not for the better. While hybrid work offers flexibility and is‬ ‭cost-effective for companies, some of these drawbacks will threaten productivity, the overall well-being‬ ‭of employees, and finally the cohesion of an organization. This part of the report will analyze findings‬ ‭from peer-reviewed articles, case studies, and analysis from the industry in outlining the challenges that‬ ‭will come from hybrid and remote work models. Some of the other drawbacks that will be addressed will‬ ‭15‬ ‭be the cultural erosion of the workplace, workplace inequality, and finally, the challenges in work-life‬ ‭balance that will include an interview with Amadou Ndiaye who is a Bilingual collector who works strictly‬ ‭from home.‬ ‭Collaboration Issues‬ ‭As a result of the present remote work models, many companies have seen efforts for collaboration‬ ‭drop. The fact that there is an absence of face-to-face interactions in remote work environments makes‬ ‭it that there is less collaboration which is crucial for businesses to drive innovation in their organizations.‬ ‭In Aczel et al. study they found that "Team-based tasks, like data collection and collaboration, were more‬ ‭effective in an office setting."(Aczel et al, 2021). The reason why team-based activities will suffer as a‬ ‭result of hybrid work is because there is a lack of real-time feedback compared to an in-person office‬ ‭setting. Another collaboration drawback that comes from remote work is that it puts in place‬ ‭communication barriers. In their study, Schultz and Adams found that 58.7% of IT professionals who‬ ‭worked remotely faced communication gaps during complex problem-solving work(Schultz & Adams,‬ ‭2024). Since the work is done remotely and there are misalignments in response times and instructions‬ ‭are unclear which will lead to project delays and multiple errors will be made as a result.‬ ‭16‬ ‭Employee feeling disconnected‬ ‭Because of the concept of not being able to see their coworkers and not working in an office, remote‬ ‭work has weakened the culture that is in an organization. In a study conducted by Lamin et al. in a‬ ‭Brazilian hospital who were transitioning their work to remote, that after doing long-term remote work‬ ‭“ The content analysis of the responses revealed that managers perceived maintaining the hospital’s‬ ‭organizational culture and efficient communication as a challenge for those who transitioned to remote‬ ‭work(Lamin et al, 2024). Organizational culture is very important to establish for an organization if they‬ ‭want the best for their company. The other negative that comes as a result of remote work is isolation‬ ‭and Alienation Lamin and al also state that some employees stated how they feel isolated as a result of‬ ‭the fact that there's not much face-to-face interaction(Lamin et al, 2024) There's another study that‬ ‭supports this as in the article “A rapid review of mental and physical health effects of working at home:‬ ‭How do we optimize health? Oakman et al, the study states that some negative effects that come from‬ ‭remote work are increased stress and professional isolation(Oakman et al, 2020). If workers are feeling‬ ‭isolated from their work then the concept that there is a culture within the organization they work for‬ ‭does not exist to them.‬ ‭Workplace Inequality‬ ‭While hybrid and remote work models offer flexibility, the model is built in which there are inequalities‬ ‭in access to resources and professional advancements. In a study conducted by Loignomn, he found that‬ ‭17‬ ‭lower socioeconomic workers face more challenges in creating effective home workspaces. (Loignon et‬ ‭al, 2024). There is an inequality here as the higher socioeconomic home environment is better and as a‬ ‭result, the workers of higher socioeconomic status have better control and job performance than the‬ ‭people with lower socioeconomic status. Another form of workplace inequality that comes as a result of‬ ‭hybrid work is gender inequality. In the article “Hybrid work is 'a gift' for mothers: But, experts say, it's‬ ‭only a partial solution to a larger systemic problem” by Toronto Star it states that hybrid work is the field‬ ‭of work in the job market that is highly sought by women(Toronto Star,2024). The article also states‬ ‭there is a uniqueness as women handle most of the unpaid domestic labour and that they can face bias‬ ‭from employers as a result(Toronto Star,2024). The last form of workplace inequality that happens due to‬ ‭remote work is mentorship gaps. Young people are a very important part of the workforce and the fact‬ ‭that there is no face-to-face contact in remote work means that they can not get trained properly‬ ‭especially the younger IT professionals as going back the study conducted by Schultz and Adams found‬ ‭that younger IT professionals prefer in-person work for supervision (Schultz & Adams,2024). The article‬ ‭also goes into detail about how their communication challenges all lead back to a lack of mentorship as a‬ ‭younger person in the workplace myself, I prefer that I can get mentored, and working remotely makes it‬ ‭that the mentorship will not be as good as if it was done in-person as you can get supervised better.‬ ‭Work-life Boundaries‬ ‭The final drawback that comes from Remote work is the lack of work-life boundaries. The blending of‬ ‭personal and personal spaces can undermine an employee's well-being as well as its productivity. This‬ ‭issue becomes even more significant when individuals do not have a designated space at home to‬ ‭18‬ ‭separate their professional responsibilities from their personal lives. In an interview I conducted with‬ ‭Amadou Ndiaye who has been working as a bilingual collector for two years, he states “Your home‬ ‭becomes synonymous with work, making it harder to escape thoughts of work when off the‬ ‭clock”(Ndiaye, 2025). This illustrates that remote work can come with a mental toll. The pressure of‬ ‭constantly being available or connected can cause stress over time, especially when communication from‬ ‭work occurs outside regular hours. When this phenomenon happens it often leads to burnout, leading‬ ‭employees to work longer hours equally making it harder to disconnect digitally. The other drawback is‬ ‭with remote work there can be blurred boundaries. Oakman et al study identifies that remote workers‬ ‭face more stress since there is a feeling of deterioration of physical and psychological boundaries‬ ‭between work and home can impact mental health. (Oakman et al, 2024). These subtle but significant‬ ‭shifts in routine and environment can have lasting consequences on workers' overall health and job‬ ‭satisfaction.‬ ‭Conclusion for drawbacks‬ ‭Hybrid and remote work models have their challenges which demand critical evaluation. The workplace‬ ‭can have its challenges with collaboration, equity, and employee well-being. Workplace inequalities‬ ‭perpetuate socioeconomic and gender disparities. These findings have highlighted the need in which‬ ‭organizations need to critically think about adapting their work models if they opt to go with remote/‬ ‭hybrid settings.‬ ‭19‬ ‭My thoughts on how to Mitigate these issues‬ ‭Since I believe that Hybrid and remote work models are here to stay, the drawbacks like collaboration‬ ‭issues, organizational disconnect, and a lack of work-life boundaries it is important to make sure that the‬ ‭drawbacks of it are addressed for better team cohesion in an organization.‬ ‭Better Collaboration Strategies‬ ‭As the existing remote work models have reported a decrease in teamwork and collaboration,‬ ‭organizations can work around these issues with a few strategies I will list below.‬ ‭Implement Hybrid Schedules:‬‭Organizations should choose‬‭dates on which workers go to the office for‬ ‭collaboration, I would recommend that organizations use two days of the workweek for collaboration‬ ‭and the rest of the focused work that could be done individually is done remotely. If implemented‬ ‭consistently the sacrifice of flexibility is significantly minimized.‬ ‭Collaboration Tool Kits:‬‭Organizations should also‬‭look to have a digital whiteboard for the employees to‬ ‭brainstorm all at once and it can help them track progress better. It is also important for organizations to‬ ‭reward teamwork with rewards, especially after hitting milestones to reinforce good teamwork.‬ ‭Office Hours done Virtually:‬‭The organization should create time in the day when team members all join‬ ‭a video call to brainstorm. This is done spontaneously in offices and can also be done in person.‬ ‭20‬ ‭Strengthen Organizational Culture‬ ‭In a remote setting, since workers are not in an actual physical office, it can weaken their sense of‬ ‭belonging in an organization; however, there are ways around this.‬ ‭Schedule Fun Activities:‬‭Organizations should look‬‭to implement fun activities that employees will not‬ ‭feel forced to attend such as playing online games like Among Us, and Gartic Phone. Games like this will‬ ‭enhance teamwork as it is required to play the game and get to the same objective. Organizations should‬ ‭also look to have meetings weekly where the successes of the week are shared.‬ ‭Introduce Culture Champions:‬‭Organizations should‬‭look to lead small initiatives with the organization‬ ‭like clubs that align with company values just like how Universities do it. Organizations should look to‬ ‭nominate members to lead them.‬ ‭Leadership Visibility:‬‭What employers value most is‬‭honesty with workers and leaders but they also‬ ‭want a sense of relatability. Leaders should host 20-minute segments online where workers can ask‬ ‭anything they want.‬ ‭Address Workplace Inequalities‬ ‭The major drawback of remote work that should be addressed is the inequalities that there are whether‬ ‭it is gender inequalities, socioeconomic inequalities as well as lack of mentorship for the younger‬ ‭workers.‬ ‭21‬ ‭Home office Vouchers:‬‭Organizations should loom to help out workers in the lower income bracket by‬ ‭giving them a one-time voucher that will cover everything they need to work efficiently remotely such as‬ ‭comfortable chairs, desks, or good quality headphones.‬ ‭Neutral promotions:‬‭Organizations should look to tie‬‭promotions to measurable outcomes completed in‬ ‭a remote environment rather than being in a physical presence. The ways to gain promotions should be‬ ‭shared publicly to eliminate bias.‬ ‭Mentorship Program:‬‭The more senior employees should be paired with younger employees and they‬ ‭should be teaching each other rather than just the senior employee teaching the younger one.‬ ‭Restoring work-life boundaries‬ ‭For some employees, there is a lack of boundary between personal life and their work life and‬ ‭organizations should look to address that to make employees more comfortable in remote settings.‬ ‭Forced breaks:‬‭Organizations should look to implement‬‭a part of the day where workers should take a‬ ‭break for 30 minutes and the break includes shutting down the computer and encouraging them to take‬ ‭a short walk outside if they can.‬ ‭Boundary policies:‬‭Organizations should set policies for workers where the company is not allowed to‬ ‭contact them after hours unless it it an emergency so that the employees can better disconnect when‬ ‭they have the time to‬ ‭22‬ ‭Meeting-free days:‬‭Organizations should choose one day of the week where workers have no online‬ ‭meetings and the work can be done asynchronously with no specific deadline. The day should be set for‬ ‭workers to recharge after a long week of work. I would recommend that Friday would be where this day‬ ‭should be implemented as moist workers will feel burned out.‬ ‭Conclusion for these mitigation strategies‬ ‭Hybrid and remote work require intentional design. The key is to blend structure with flexibility:‬ ‭1.‬ ‭Clarity‬‭: Clearly defining expectations‬ ‭2.‬ ‭Being empathetic:‬‭Recognize that every employee’s environment and needs differ.‬ ‭3.‬ ‭Experimenting:‬‭Pilot strategies, gather feedback, and iterate.‬ ‭By focusing on fairness, creativity, and human connection, organizations can turn hybrid work’s‬ ‭challenges into opportunities for innovation and loyalty.‬ ‭Conclusion:‬ ‭In Conclusion, Hybrid and remote work models have transformed the modern workplace, driven largely‬ ‭by the necessity brought on by the COVID-19 pandemic. These models offer great advantages for‬ ‭employees, including enhanced employee satisfaction, increased productivity, and the potential for cost‬ ‭savings, especially in real estate. Workers, particularly younger ones, value the autonomy and flexibility‬ ‭23‬ ‭that these setups provide, contributing to improved work-life balance and environmental benefits as a‬ ‭result of reduced commuting. However, there are notable challenges. Collaboration can suffer due to the‬ ‭lack of face-to-face interaction, and organizational culture risks disintegrating without consistent‬ ‭in-person engagement. Issues such as employee isolation, communication gaps, and work-life boundary‬ ‭blur also emerge as critical concerns. Furthermore, hybrid and remote work models can showcase‬ ‭workplace inequalities, especially for those from lower socioeconomic backgrounds or women balancing‬ ‭unpaid domestic labour.‬ ‭I believe hybrid work should stay, however, organizations should be careful in the way that they‬ ‭implement it as carefully as they can with employee well-being in mind and trying to maximize as much‬ ‭productivity as they can gain. I do not believe that remote work should be strictly meeting, I believe it‬ ‭should be asynchronous work as workers will eventually get tired of being in video meetings and if the‬ ‭work can be done without meetings then it should be.‬ ‭24‬ ‭References‬ ‭ czel, B., Kovacs, M., van der Lippe, T., & Szaszi, B.‬‭(2021). Researchers working from‬ A ‭home: Benefits and challenges.‬‭PLOS ONE, 16‬‭(3), e0249127.‬ ‭https://doi.org/10.1371/journal.pone.0249127‬ ‭ llen, T. D., Golden, T. D., & Shockley, K. M.‬‭(2015). 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