TMT companies well-prepared for hybrid work model

Almost a year after the pandemic made remote work a necessity, TMT executives are looking ahead to bringing employees back into the office. In fact, more than a quarter (27%) told us in a January 2021 survey that about half their employees are already back at least half-time, and almost 80% expect that to be the case by July.

This despite the overwhelming success of remote work, as detailed below. As a result, by design or default, nearly a third (32%) of TMT leaders plan to continue offering employees limited remote-work schedules. 

An equal share say they will continue evaluating how much work can be done outside the office before they make any final decisions. A hybrid model seems most likely to be the future for TMT companies.

When we originally asked TMT employees about their remote work habits in June 2020, more than half — 55% — told us they already worked remotely at least one day a week before the pandemic struck, substantially more than other those in sectors (43%). Already ahead of the curve, TMT companies continued to nurture remote productivity with a variety of policies, resources and tools, both digital and analog, as reported by their employees. 

From empowering flexibility and setting clear boundaries to ensuring employee well-being, TMT companies doubled down on the policies necessary for effective remote work. They also provided employees with tools and resources ranging from mobile apps for work to supporting mental health and extending childcare benefits. 

Implications: While TMT companies are ahead of other sectors in providing the tools and resources required for a successful remote work environment, TMT leaders and employees don’t always agree on outcomes. For example, 93% of TMT executives say they’re extending childcare benefits, while only 55% of employees agree. Similarly, 100% of TMT executives say they are establishing clear rules about working hours, while only 77% of employees agree. Employee feedback is essential to a successful remote work environment.  

The vast majority of TMT executives — 98% — told us they believe a physical office will be essential to sustaining their company’s culture and providing a collaborative environment for employees. Employees have similar reasons for being in the office, with relationship-building being the primary reason, whether with colleagues, managers, direct reports or clients. 

While executives and employees are not in complete agreement on how much time employees need to be in the office, some overlap does exist. 

• Almost 70% of TMT executives are comfortable with employees being in the office between two and four days per week, and less than a fifth — 17% — expect a five-day in-office work week. 
• Meanwhile, 55% of employees would like to work remotely three or more days each week, with 27% preferring it 100% of the time. 

Implications: While TMT employees say they enjoy the flexibility of remote work, they also told us they miss in-person options to build relationships with colleagues, managers, direct reports and mentors/mentees. More spaces for teaming are in order, which TMT executives are already folding into their plans.

The shift to a hybrid model will require new ways of planning for the right office space model; scheduling teams; evaluating performance; attracting, training, and retaining talent; forging client relationships; and sustaining a robust corporate culture. 

Already, many TMT companies have seen professionals relocate from high-cost metropolitan areas, either for financial or personal reasons. We recommend articulating what role offices will play so you can best identify optimal locations for headquarters and regional offices.

Most managers have had to improvise during much of 2020. Developing targeted training to address the challenges of a hybrid work arrangement will require managers to learn new ways of measuring progress.

While a return to the pre-pandemic office model is untenable, crucial employee relationships — the essence of corporate culture — require at least some measure of in-person connection. Flexibility from both executives and employees will be essential.