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.

Info-Tech Research Group Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services
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concerns. © 1997-2023 Info-Tech Research Group Inc.
Hybrid is here.
Now how do we do this?
The pandemic has catapulted hybrid work to the forefront of strategic decisions 95%
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
of organizations are
location options are the single greatest concern for employees seeking a new job.
continuing some form of
IT departments are tasked with not only solving hybrid work questions for their hybrid or remote work.
own personnel but also supporting a hybrid-first organization, which means n=518

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 47%
it” in the new normal, you are not alone.

of respondents look at
hybrid work options when
evaluating a new employer,
vs. 46% who look at salary.
n=518

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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.
6 7 7 7 7
Construction and healthcare & life sciences did not require
any fully in-office work. Other industries, between 1-12%
required fully in-office work.

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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
EXTERNAL INTERNAL
mean that every model will be viable for your organization.
Political Operations
In the absence of a single best practice, rely on an individualized cost-benefit assessment Economic Culture
rooted in objective feasibility criteria. Every work model – whether it continues your status
Social Resources
quo or overhauls the working environment – introduces risk. Only in the context of your
Technological Risk
particular organization does that risk become quantifiable.
Legal Benefit
Don’t make the mistake of emulating the tech giants, unless they are your direct Environmental Employee Preferences
competition. Instead, look to organizations that have walked your path in terms of scope,
organizational goals, industry, and organizational structure.

COMPARATIVE

Info-Tech Insight Your competitors

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

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IT must balance commitments
to both the organization and
its employees This report contains:

IT has two roles: to effectively support the broader organization 1. IT and the Organization
and to function effectively within the department. It therefore has a) IT Effectiveness
two main stakeholder relationships: the organization it supports in a Hybrid World
and the employees it houses. Hybrid work impacts both. Don't b) The Impact of Hybrid
make the mistake of overweighting one relationship at the on Infrastructure &
expense of the other. IT will only function effectively when it Operations
addresses both. 2. IT and Its Employees
a) What Hybrid Means
for the IT Workforce
Track your progress with the right metrics
IT and the organization b) Leadership for
Diagnostic tool:
• Business satisfaction with IT Business Vision Hybrid IT Teams
• Perception of IT value
IT and its employees
Diagnostic tool:
• Employee engagement
Employee Engagement Surveys

STATE OF HYBRID WORK IN IT /// 5

This report is based on organizations like yours
BY LOCATION BY INDUSTRY
01 United States 79%
02 Canada 7% 0% 2%
Arts & Entertainment (including sports)
03 Latin America, South 3% 3% Retail & Wholesale
3% Utilities
America, or Caribbean
4% Transportation & Warehousing
04 Australia 2%
4% Not-for-Profit (including professional associations)
05 Africa 2%
06 Great Britain 2% 7% Education
07 Other (Europe) 1%
08 China 1% 7% Professional Services
09 India 1%
10 Other (Asia) 1%
8% Manufacturing

8% Media, Information, Telecom & Technology

BY REVENUE IN US$
(OPERATING BUDGET
USED FOR PUBLIC SECTOR) 8% Construction

4% $0 to less than $1M

8% 8% Gaming & Hospitality
7% $1M to less than $5M
6% 14% $5M to less than $10M
10% Government
$10M to less than $25M
$25M to less than $50M
14% 11% Healthcare & Life Sciences
$50M to less than $100M
12% $100M to less than $500M
$500M to less than $1B Financial Services (including banking & insurance)
14%
7%
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10%
n=518 $5B+ 100%
 This report is based on organizations like yours
BY RESPONDENT IT SUBDEPARTMENT BY RESPONDENT POSITION

Enterprise Architecture, Manager 24.13%

Vendor Management, 1.93%
4.83%
Business Relationship Application Development, Director-Level 20.66%
Management, 5.02% 17.37%

Team Lead/Supervisor 17.37%

Service Desk, 5.98%

C-Level Officer 13.71%

Infrastructure and
Operations, 8.30%
VP-Level 11.58%
Senior Leadership,
14.86% Team Member 8.30%

Contractor/Consultant 2.12%
Security, 8.88%
Owner/President/CEO 1.93%

Data and Business Intern/Student 0.19%

Project Management, Intelligence, 14.29%
13.32%
0% 5% 10% 15% 20% 25% 30%

n=491* n=518
* Only subdepartments comprising >1% were included
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This report is based on organizations like yours
BY WORKFORCE TYPE BY IT OPERATING BUDGET

$100M+, 5.02%
$50M to $100M,
1.54%
Unionized Not Unionized $10M to $50M,
60% 40% 9.85%
<$100K, 37.84%

$1M to $10M,
25.68%

$100K to $500K,
$500K to $1M,
10.62%
9.46%

n=518
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This report is based on organizations like yours
BY IT MATURITY BY IT EFFECTIVENESS SCORE

30%
27.99%
IT transforms the business (reliable technology
6.37%
innovation) 25.29%
25%
IT expands the business (effective execution on
business projects, strategic use of analytics 18.73%
and customer technology) 20%

IT optimizes the business (effective fulfillment

of work orders, functional business 33.40% 15%
applications, and reliable data quality) 12.93%

10.04%
IT supports the business (reliable infrastructure 10%
34.75% 8.11%
and IT service desk)
5.60% 5.21%
5%
3.09%
IT struggles to support the business (unable to
6.76% 1.35%
provide reliable business service)
0.39%
0%
0% 10% 20% 30% 40% 1 2 3 4 5 6 7 8 9 10

n=518
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At a high level, hybrid work in IT is everywhere
INDUSTRY
• Arts & Entertainment (including sports) • Manufacturing
• Retail & Wholesale • Media, Information, Telecom & Technology
• Utilities • Construction
• Transportation & Warehousing • Gaming & Hospitality
• Not-for-Profit (incl. professional associations) • Government
• Education • Healthcare & Life Sciences

100%
• Professional Services • Financial Services (incl. banking & insurance)

ORGANIZATIONAL SIZE

Small Medium Large

<100 101-5,000 >5,000 of industries, organizational sizes,
and position levels reported some
Employees
form of hybrid or remote work.

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

n=518
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Work model breakdown at the respondent level

5%
No Remote
21% 30% 39% 5%
Partial Hybrid Balanced Hybrid Full Hybrid Full Remote
Work
Work

n=516
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Industry lens: Work location model
Professional Services 3% 21% 36% 31% 10%

Media, Information, Telecom & Technology 7% 25% 32% 34% 2%

Manufacturing 2% 12% 26% 24% 31% 5%

Healthcare & Life Sciences 26% 33% 38% 3%

Government 4% 16% 36% 38% 5%

Gaming & Hospitality 2% 14% 30% 51% 2%

Financial Services (incl. banking & insurance) 11% 15% 20% 49% 5%

Education 3% 8% 33% 18% 35% 5%

Construction 17% 36% 40% 7%

All Other Industries 6% 24% 33% 32% 5%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

I don't know No work-from-home permitted Partial work-from-home team Balanced work-from-home team Hybrid work-from-home team Full work-from-home

n=542
Note that only industries with a minimum of 30 responses were included in the results.
All others were grouped into the “All Other” group.
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Percentage of IT roles currently in a
hybrid or remote work arrangement
OVERALL BY INDUSTRY
Professional Services 5% 26% 21% 15% 23% 10%
27.96%

Media, Information, Telecom & Technology 2% 20% 48% 18% 5% 7%

23.50%
Manufacturing 14% 26% 26% 10% 19% 5%
19.42%

Healthcare & Life Sciences 11% 13% 20% 20% 28% 8%

12.04% Government 5% 13% 11% 13% 49% 9%

10.10%
Gaming & Hospitality 17% 43% 31% 5% 5%
6.99%

Financial Services (incl. banking & insurance) 8% 27% 34% 7% 19% 5%

Education 20% 13% 25% 15% 23% 5%

0% to 10% to 25% to 50% to 75% to 100%

Construction 10% 43% 26% 12% 5% 5%
less than less than less than less than less than
10% 25% 50% 75% 100%
All Other Industries 14% 16% 30% 11% 20% 10%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

0% to less than 10% 10% to less than 25% 25% to less than 50%
50% to less than 75% 75% to less than 100% 100%
n=515 n=541
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Note that only industries with a minimum of 30 responses were included
in the results. All others were grouped into the “All Other” group.
Work location model by organization size
BY ORGANIZATION SIZE

100%
4% 5%
7%

90%

Full work-from-home
80%
38%
36% 42% Hybrid work-from-home team
70%

Balanced work-from-home team

60%

Partial work-from-home team

50%

No work-from-home permitted
28% 31%
40% 27%
I don't know
30%

20%
22% 21% 21%
10%

5% 6% 2% 3%
0%
Small: 100 or fewer employees Medium: 101 to 5,000 employees Large: 5,001 or more employees
n=542
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Hybrid work options
IF OFFERING A HYBRID WORK DO EMPLOYEES HAVE A CHOICE IN THE
MODEL, WHAT ARE THE OPTIONS? DAYS THEY WORK IN OFFICE/OFFSITE?
Not offering (fully
onsite), 5.40%
1 day per week
offsite, 21.00%
4 days offsite,
17.80% Negotiated,
19%

No, 12%

Yes, 68%

2-3 days per week

offsite, 55.80%

n=509
n=516
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Expense reimbursement

28% 27% 13% 4%

None Internet/home phone Home utilities Other

22% 26% NOTES

n=518

Home office setup: One-time lump-sum payment

Just internet Home office setup Home utilities: Gas, electricity, lights, etc.

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

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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 7.5 7.2
7.0 6.9 7.0 6.9
organizational goal attainment, is its ultimate 7.0
success metric. In the post-pandemic world, this
6.5 6.2

Effectiveness Score
indicator is intimately tied to IT’s work location
model, as well as IT’s ability to support the work 6.0
location model used by the broader organization. 5.5
5.0
In 2022, 90% of organizations have embraced
some form of hybrid work (n=516). And only a 4.5
small contingent of IT departments have more 4.0
than 90% of roles still working completely in
3.5
office, with no remote work offered (n=515). 0% hybrid to less 10% to less than 25% 25% to less than 50% 50% to less than 75% 75% to less than 100%
than 10% 100%
This outcome was not unexpected, given the
unprecedented success of remote work during No Remote Hybrid & Full Remote Work for IT
the pandemic. However, the implications of this Work for IT
work model were far less certain. Would n=518
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 6.2 Remote Work Effectiveness Paradox
When IT itself works fully onsite, lower effectiveness is reported (6.2). When IT is
5.9
face to face? Would hybrid allow a great culture tasked with supporting fully, 100% remote organizations (as opposed to being fully
to continue? 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
All signs point to yes. For most IT departments,
increase, as do the stakes of any errors. Of note, hybrid work models yield consistent
the benefits of hybrid work outweigh its costs. IT
effectiveness scores when implemented at both the IT and organizational levels.
is significantly more effective when some degree
of remote or hybrid work is present.
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IT has risen to the challenge of hybrid
Despite the challenges initially posed by hybrid and remote organizations, IT IS YOUR SERVICE DESK ABLE TO OFFER THE
SAME LEVEL OF SUPPORT COMPARED TO THE
has thrived through the pandemic and into this newly common workplace. PRE-PANDEMIC/PRE-HYBRID WORK MODEL?
Most organizations have experienced an unchanged or increased level of Service has deteriorated, 7%
service requests and incidents. However, for the majority of organizations,
service desk support has maintained (58%) or improved (35%). Only 7% of
Service has
IT organizations report decreased service desk support. remained consistent,
Service has
58%
improved, 35%

HOW HAS THE VOLUME OF YOUR SERVICE n=509

REQUESTS/INCIDENTS CHANGED?

Volume has HAS HYBRID WORK IMPACTED YOUR

decreased, CUSTOMER SATISFACTION SCORES?
13%
Volume has Scores have decreased, 12%
remained
consistent,
47%
Scores have Scores have increased, 27%
Volume has remained
increased, consistent, 61%
39%

n=487
n=505
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Industry lens: Volume of service requests
It is interesting to note that service request HOW HAS THE VOLUME OF YOUR SERVICE
REQUESTS/INCIDENTS CHANGED?
volumes have evolved similarly across industries,
mirroring the remarkable consistency with which
hybrid work has been adopted across disparate Professional Services 11% 53% 37%
fields, from construction to government.
Media, Information, Telecom & Technology 20% 37% 44%
Of note are two industries where the volume of
service requests mostly increased: government and Manufacturing 10% 55% 35%
media, information, telecom & technology.
Healthcare & Life Sciences 6% 50% 44%
With the global expansion of digital products and
services through the pandemic, it’s no surprise to Government 8% 43% 49%
see volumes increase for media, information,
telecom & technology. With government, the shift Gaming & Hospitality 26% 40% 33%
from on premises to rapid and large-scale hybrid or
remote work for administrative and knowledge Financial Services (incl. banking & insurance) 7% 47% 46%
worker roles likely meant additional support from IT
Education 14% 50% 36%
to equip employees and end users with the
necessary tools to carry out work offsite.
Construction 30% 33% 38%

All Other Industries 13% 56% 31%

0% 20% 40% 60% 80% 100%

Decreased Remained Consistent Increased

n=507
Note that only industries with a minimum of 30 responses were included
in the results. All others were grouped into the “All Other” group.
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The transition to hybrid was worth the effort
Hybrid and remote work have been associated with greater WHAT BENEFITS HAS THE ORGANIZATION ACHIEVED
productivity and organizational benefits since before the pandemic. AS A RESULT OF MOVING TO A HYBRID WORK MODEL?
During emergency remote work, doubts arose about whether
productivity would be maintained under such extreme
circumstances and were quickly dispelled. The promise of remote Flexible work hours (i.e. employees are
productivity held up. more available outside standard office 59%
hours as needed)
Now, cautiously entering a “new normal,” the question has emerged
Reduced facilities costs (or other costs
again. Will long-term hybrid work bring the same benefits? 52%
related to being onsite)
The expectations have held up, with hybrid work benefits ranging
from reduced facilities costs to greater employee performance.
Increased productivity among employees 47%
Organizational hybrid work may place additional strain on IT,
but it is clear IT can handle the challenge. And when it does, Increased engagement among
the organizational benefits are tremendous. 42%
employees

Expanded hiring pool 41%

None of the above/other 7%

of respondents reported increased or
88% consistent Infrastructure & Operations
customer satisfaction scores. 0% 10% 20% 30% 40% 50% 60% 70%

n=487

n=518
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Hybrid has sped IT INFRASTRUCTURE & OPERATIONS CHANGES,
UPGRADES, AND MODERNIZATION

up modernization
50%

45%

of IT processes and
40%

35%

30%

infrastructure 25%

20% 40% 41% 44%

Of the organizations surveyed, the vast majority reported significant 15%
29%
changes to both the process and the technology side of IT operations. 10% 23%
Four key processes affected by the move to hybrid were:
5% 11%
• Incident management
0%
• Service request support Changed queue Changed incident Addition of Reduced the need Structure and Updated network
management and and service chatbots as part for recovery office day-to-day architecture
• Asset management
ticketing request of the service spaces and operation of
• Change management system(s) processes desk intake alternative work service desk
process mitigations n=518
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%). WHAT PROCESS(ES) HAD THE HIGHEST DEGREE OF
CHANGE IN RESPONSE TO SUPPORTING HYBRID WORK?

Incident management 42%

Service request support 41%
Asset management 34%
of respondents reported changes to Change management 29%
63% conference room technology to
support hybrid meetings.
None of the above 12%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

n=496 n=518
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Hybrid has permanently
changed deployment strategy
Forty-five percent of respondents reported significant changes to deployment as a HAS A HYBRID WORK MODEL LED YOU
result of hybrid work, with an additional 42% reporting minor changes. Only 13% of
TO MAKE ANY CHANGES TO YOUR
DEPLOYMENT, SUCH AS ZERO TOUCH,
respondents stated that their deployment processes remained unchanged following TO GET EQUIPMENT TO END USERS?
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
Yes, significant Minor changes,
deployment practices (33%), most organizations experienced some degree of change.
changes, 45% 42%

No changes,
13%

n=508
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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?

Professional Services 15% 38% 46%

Media, Information, Telecom & Technology 12% 37% 51%

Manufacturing 33% 35% 33%

Healthcare & Life Sciences 13% 46% 41%

Government 16% 53% 31%

Gaming & Hospitality 7% 34% 59%

Financial Services (incl. banking & insurance) 8% 41% 51%

Education 8% 49% 43%

Construction 2% 41% 56%

All Other Industries 17% 43% 40%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
n=510 No changes Minor changes Yes, significant changes
Note that only industries with a minimum of 30 responses were included in the results.
All others were grouped into the “All Other” group.
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Hybrid work has accelerated
organizational digitization
Over half of respondents reported significantly decreased reliance WITH RESPECT TO CHANGES PERTAINING
on printed copies as a result of hybrid. While these changes were TO HARD COPIES/PRINTERS AS A RESULT
OF YOUR HYBRID WORK MODEL:
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 Hybrid work has increased the volume of
processes. As a result, digitization has leapt forward. 6%
pages printed at our organization

This represents an opportunity for businesses to re-evaluate their

relationships with printing vendors. Resources spent on printing
Hybrid work has reduced the volume of pages
can be reduced or reallocated, representing additional savings as a 52%
printed at our organization
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. Hybrid work led to business process
modernization that has reduced the role of 53%
hard copies/printers

Our printer vendor partnered with us to drive

innovation around reducing the need to print 34%
and enabling digital

0% 10% 20% 30% 40% 50% 60%

n=518
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Hybrid work necessitates network
and communications modernization
HAVE YOU MADE CHANGES/UPGRADES
The majority (63%) of respondents reported making significant TO THE CONFERENCE ROOM TECHNOLOGY
changes to conference room technology as a result of hybrid work. TO SUPPORT HYBRID MEETINGS?
A significant proportion (30%) report that such changes were not (E.G. SOME PARTICIPANTS JOINING REMOTELY, SOME
needed, but this includes organizations who had already set up PARTICIPANTS PRESENT IN A CONFERENCE ROOM)
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
Yes 63%
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 No, we did not need to make significant
culture, engagement, morale, and external and internal clients. changes to conference room technology 30%
• Connect conference room tech modernization to the overall upon adopting hybrid work
business goals and work it into the IT strategy.
• Leverage the scheduling flexibility available in hybrid work No, we need to upgrade but face budgetary
arrangements to reduce reliance on inadequate conference 8%
limitations to doing so
technology by scheduling in-person meetings where possible
and necessary.
0% 10% 20% 30% 40% 50% 60% 70%

n=496
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How we can help
Metrics
• Business satisfaction and IT value – deploy
Info-Tech’s Business Vision diagnostic
• End-user satisfaction – deploy Info-Tech’s
End User Satisfaction diagnostic
• Department and team KPIs pre- and post-
hybrid work model changes
Resources
• Create a Work-From-Anywhere IT Strategy
• Stabilize Infrastructure & Operations During Work-From-Anywhere
• Sustain Work-From-Home in the New Normal
• Establish a Communication & Collaboration Systems Strategy
• Modernize the Network
• Simplify Remote Deployment With Zero-Touch Provisioning
For a comprehensive list of resources, visit
Info-Tech’s Hybrid Workplace Research Center
STATE OF HYBRID WORK IN IT /// 27
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 5%
2019
2%
2021

change to how IT hires 21%

FLEXIBLE
WORK 46%
49%
Since before the pandemic, the intangibles of having a job that works with your lifestyle
76%
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.
1%
3%
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 WORK-LIFE 18%
must not offer just some work flexibility but truly embrace a hybrid environment. 30%
BALANCE
67%
WHAT ARE YOU CONSIDERING WHEN 80%
LOOKING AT A POTENTIAL EMPLOYER?
Hybrid Work Options 47%
Salary/Compensation 46% 1%
Work-Life Balance 42%
Culture 42% 19%
Professional Development 39% CULTURE 31%
Opportunity for Innovative Work 38%
Full-Time Remote Position 36% 68%
81%
Benefits 29%
Office Perks 25%
Social Responsibility 23% Very Important to Employees
Diversity, Equity, and Inclusion Practices 16% Somewhat Important Info-Tech IT Talent Trends Surveys, 2019 (n=275-277)
Not Important and 2021 (n=260)
0% 10% 20% 30% 40% 50%
n=518
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A recession may not significantly
impact hybrid work decisions overall
Declining economic conditions suggest that a talent market shift may be imminent. WHAT IMPACT COULD A POTENTIAL RECESSION
Moving toward a recession may mean less competition for top talent, but this IN THE COMING YEAR HAVE ON YOUR
DECISIONS AROUND YOUR WORK LOCATION?
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
Expand hybrid work (but not go 100% 32%
of organizational success when resources are scarce, due to the productivity
remote)
benefits and cost savings it has demonstrated. Organizations that recognize this
and adequately invest in hybrid tools now will have equipped themselves with an Expect no impact of recession on 27%
invaluable tool for weathering a recession storm, should one come. work location

19%
Reduce hybrid work

19%
Consider shifting to 100% remote

14%
Not considering yet

0% 5% 10% 15% 20% 25% 30% 35%

n=518
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Hybrid work may help small
organizations in a declining economy
The potential for a recession has a greater impact on Small Medium Large
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

90% 82% 66%

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

n=520

Small: <101 employees

Medium: 101-5000 employees

Large: >5,000 employees

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Hybrid mitigates the main Activities to prioritize for in-office work:
• Collaboration and brainstorming

challenge of remote work • Team-building activities

• Introductions and onboarding
Activities to prioritize for remote work:
One advantage of hybrid over remote work is the ability to maintain an in-office presence, which provides a • Individual focus time
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.
AS A LEADER, WHAT ARE YOUR GREATEST CONCERNS WITH HYBRID WORK?
Employee wellbeing 39%
Not able to see signs employees are demotivated 38%
Connection with other leaders (peer group) to coordinate work 30%
Productivity decreasing 25%
Missing key org. messages that will inform how I lead 22%
Knowing if my direct reports are working when I can't see them 21%
Connection with my own leader 20%
Being able to respond to urgent matters quickly 18%
Not being as involved in the day-to-day work with the team 16%
Not applicable – I have no direct reports 3%
Other value 0%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

n=518
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Hybrid necessitates additional
effort by managers
When it comes to leading a hybrid team, there is no ignoring the impact of distance TACTICS MOST USED BY HIGHLY
on communication and team cohesion. Among leaders’ top concerns are employee EFFECTIVE IT DEPARTMENTS
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 Instant messaging chat always open
55%
increasing communication: and responded to within the hour

• Staying available through instant messaging. Increased team meetings 54%

• Increasing team meetings.

In-person days 38%

Dedicated online social events 34%

Increased one-on-ones 34%

More visibility and focus on recognition 33%

0% 20% 40% 60%

n=213
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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 IT DEPARTMENT EFFECTIVENESS
obstacle introduced by remote work: barriers to communication and connection.
8.5
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 8.2
the ability to adapt their approach to their team’s needs and incorporate team feedback.

Effectiveness Score
As such, IT effectiveness is linked to the total number of tactics used by managers. 8.0
7.6

7.5

7.1
6.9 6.9
7.0 6.8
6.7

6.5

6.0
0 1 2 3 4 5 6
Number of Tactics Used

n=258
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Autonomy is key to hybrid team success

Not all hybrid work models are created equal. IT leaders working with hybrid teams COMPARISON OF LEADER AND EMPLOYEE
have many decisions to make, from how many days will be spent in and out of office PREFERENCE FOR DAYS IN-OFFICE
to how much control employees get over which days they work remotely.
70%
Employee and manager preferences are largely aligned regarding the number of days
2-3 days
spent working remotely or onsite: Two to three days in office is the most selected 60%
option for both groups, although overall manager preferences lean slightly toward
more time spent in office.
50%

DO EMPLOYEES HAVE A CHOICE IN THE 40%

DAYS THEY WORK IN OFFICE/OFFSITE?
30%
Negotiated,
19% For most organizations,
20%
employees get a choice of which
days they spend working remotely.
This autonomy can range from 10%
No , 12% complete freedom to a choice
between several pre-approved 0%
Yes, 68% days depending on team 0 1 2 3 4 5
scheduling needs.
Leader Employee

n=399 for leader question

n=534 for employee question
n=509
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Work is still needed to increase
autonomy in hybrid teams
Organizations’ success in establishing hybrid team autonomy varies greatly post AS AN EMPLOYEE, HOW MUCH CONTROL
pandemic. Responses are roughly equally split between staff feeling more, less, or DO YOU HAVE OVER THE DECISIONS
RELATED TO WHERE, WHEN, AND HOW
the same level of autonomy as before the pandemic. Evaluated in the context of YOU WORK CURRENTLY?
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.

More than before the pandemic 37.30%

Less than before the pandemic 32.34%

Same as before the pandemic 30.36%

0% 10% 20% 30% 40%

n=500
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Connectedness EMPLOYEES WHO EXPERIENCE LESS CONTROL THAN
BEFORE THE PANDEMIC REPORT LOWERED ENGAGEMENT
INDICATORS ... EXCEPT SENSE OF CONNECTEDNESS

in hybrid teams 60%

50%
54%
49%
45%

lags behind
41% 40%
37% 38%
40%
32%
29% 28%
30% 26%
22%
20%

A strong case can be made for fostering autonomy and 10%

empowerment on hybrid teams. Employees who report lower 0%
levels of control than before the pandemic also report lower Sense of contribution in Trust in your leaders Motivation/inspiration Hope for career Intention to stay with Feelings of connection to
your work group for discretionary work progression/future organization your work group, leaders,
engagement indicators, such as trust in senior leadership, effort other teams

motivation, and intention to stay with the organization. On

"Less" control AND "Lower" engagement indicators "Less" control AND "Higher" engagement indicators
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 EMPLOYEES WHO EXPERIENCE MORE CONTROL THAN
BEFORE THE PANDEMIC REPORT INCREASED ENGAGEMENT
connectedness, which employees experiencing more control INDICATORS ... EXCEPT SENSE OF CONNECTEDNESS
report as lower than before the pandemic. A greater sense of
60%
connectedness among employees reporting decreased 50%
47%
50% 45% 45%
control may be related to more mandatory in-office time or a 38%
sense of connection over shared team-level disengagement. 40%
29% 28% 30%
30% 27%
20%
These findings reinforce the need for hybrid teams to invest 17% 19%
20%
in team building and communication practices and confirm
10%
that significant benefits are to be had when a sense of
0%
autonomy can be successfully instilled. Sense of contribution in Trust in your leaders Motivation/inspiration Hope for career Intention to stay with Feelings of connection to
your work group for discretionary work progression/future organization your work group, leaders,
effort other teams

"More" control AND "Lower" engagement indicators "More" control AND "Higher" engagement indicators

n=515-526
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Case study: Hybrid work
at Microsoft Canada
The Power of Intentionality
When the pandemic hit, technology was not in question.
Flexible work options had been available and widely used,
and the technology to support them was in place.

The leadership team turned their focus to ensuring their

“We knew we had the technology
culture survived and thrived. They developed a laser- in place. Our concern was around
focused approach for engaging their employees by giving
maintaining our strong culture
their leaders tools to hold conversations. The dialogue was
ongoing to allow the organization to adapt to the fast pace and ensuring continued
of changing conditions. engagement and connection
Every tactic, plan, and communication started with the with our employees.”
question, “What outcome are we striving for?”
– Lisa Gibson, Chief of Staff, Microsoft Canada
With a clear outcome, tools were created and leaders
supported to drive the desired outcome.

STATE OF HYBRID WORK IN IT /// 38

How we can help

Metrics Resources
• Employee engagement • Webinar: Effectively Manage Remote Teams

• Hybrid work mentions in exit and new hire interviews • Build a Better Manager: Manage Your People

• Time to hire • Info-Tech Leadership Training

• Adapt Your Onboarding Process to a Virtual Environment

• Virtual Meeting Primer

For a comprehensive list of resources, visit

Info-Tech’s Hybrid Workplace Research Center

STATE OF HYBRID WORK IN IT /// 39

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

Info-Tech Insight
BE INTENTIONAL
Hybrid and remote teams require
• Build a team charter on how and when to communicate. more attention, connection, and
• Create necessary tools/templates. leadership from managers. The
shift from doing the day-to-day to
PLANNING EMPLOYEES effectively leading is critical for the
INVOLVE EMPLOYEES success of nontraditional work
• Conduct surveys and focus groups. models. As hybrid and remote work
Have conversations to understand sentiment. become engrained in society,
organizations must ensure that the
concept of the “working manager” is
as obsolete as the rotary telephone.
OPTIONS DECISIONS ALLOW CHOICE
• Provide freedom for employees to have
some level of choice in hybrid arrangements.

BE TRANSPARENT
• Disclose the rationale.
• Share criteria and decision making.

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