Hybrid Work: A New Era of Flexibility or Corporate Divide?
- Where Hybrid Models Break Down
- How Nordic Companies Are Adapting to Hybrid Work
- Key Takeaways for Employers
- Final Thoughts
Hybrid work was meant to be the best of both worlds—flexibility for employees, efficiency for companies. But as more organizations settle into hybrid models, cracks are beginning to show.
Employees in the Nordics are clear: they want the right to choose where they work. A recent survey found that 63% of Nordic employees believe flexible work should be protected by law. On the other hand, many business leaders worry about declining engagement, weakened collaboration, and communication gaps.
Where does hybrid work fail? How can companies avoid creating a two-tier workforce—those in the office versus those working remotely? And what can be learned from the Nordic region, known for its progressive workplace policies?
Where Hybrid Models Break Down
1. Proximity Bias: When Office Workers Get Ahead
A key challenge with hybrid work is proximity bias—the unconscious preference for employees who are physically present. Studies show that more than 50% of managers tend to engage more frequently with employees they see in person. This has a direct impact on career progression.
Take a case from a leading Nordic bank: after a year of hybrid work, internal data revealed that office-based employees were 1.5 times more likely to receive promotions than their remote colleagues. The leadership team had not actively intended this, but the numbers were undeniable.
2. Communication Gaps & the Rise of Office Clusters
Hybrid work also creates information silos. Office-based employees naturally form closer networks, leaving remote workers feeling disconnected from critical discussions.
For example, a Swedish tech company noticed a troubling pattern: key decisions were being made informally in the office and then simply communicated to remote teams afterward. This created frustration, lowered morale, and, in some cases, led to higher turnover among remote employees.
Solution: Companies like Nokia have adopted a policy where if even one participant joins a meeting remotely, all attendees must join virtually—even if they are in the same office. This ensures that everyone is on an equal footing.
3. The “Coffee Badging” Phenomenon
One unexpected outcome of return-to-office policies has been the rise of coffee badging—where employees come to the office for a few hours, grab a coffee, engage in some visible networking, and then head home to do actual work.
Research shows that nearly 40% of hybrid workers have admitted to this practice. This indicates that employees see little value in being physically present at the office, beyond being seen by leadership.
To counteract this, companies like Nokia have reimagined their office spaces. Up to 70% of office real estate is now dedicated to collaboration zones, while traditional desk spaces have been significantly reduced.
How Nordic Companies Are Adapting to Hybrid Work
1. Spotify: Maximum Flexibility, Maximum Trust
Spotify was one of the first major companies to fully embrace remote work. Under its Work From Anywhere policy, employees can not only choose whether to work from home or the office but even relocate to a different country if they wish.
Recognizing that not everyone thrives in a remote setting, Spotify now offers company-paid coworking spaces. Additionally, new hires are required to work in the office for their first year to ensure cultural immersion.
2. Ericsson: Hybrid Work with Safeguards for Remote Employees
Ericsson has taken a balanced approach, allowing employees to work remotely up to 50% of the time while ensuring equal career opportunities for both office and remote workers. The company has explicitly stated that working from home should not impact promotions or professional growth and actively tracks metrics to prevent bias.
3. Finland: Legislating Flexible Work
Finland has been ahead of the curve. A 2011 law granted employees the right to negotiate their working location, giving companies nearly a decade to normalize remote and hybrid work before the pandemic even hit.
Key Takeaways for Employers
For companies aiming to create a truly effective hybrid work environment, several best practices stand out:
- Redefine career progression. Promotions and project opportunities should be based on performance, not presence.
- Standardize meetings. A simple rule—either all in-person or all virtual—prevents remote employees from being sidelined.
- Rethink office spaces. Offices should be designed for collaboration and innovation, not just attendance.
- Foster inclusivity. Remote employees should feel as connected and valued as their office-based counterparts through intentional team-building efforts.
- Continuously collect feedback. Companies that track employee sentiment and engagement can identify and resolve issues before they escalate.
Final Thoughts
Hybrid work can either be a tool for productivity and autonomy or a driver of corporate inequality. The difference lies in how companies implement it.
The Nordic experience shows that flexibility alone is not enough—without trust, transparency, and intentional design, hybrid models risk reinforcing workplace hierarchies. But when done right, hybrid work can offer the best of both worlds, creating a workforce that is engaged, empowered, and future-ready.
References
- State of Hybrid Work 2023 | Nordics Report
- Remote Work in Rural Areas
- Preventing Proximity Bias in the Hybrid Workplace
Transformation to a Hybrid Workplace: A Case From the Norwegian Public Sector - Will Return-to-Office Mandates Prevent Proximity Bias for Employees Working from Home?
