The hybrid work setup is here to stay, and managers must adapt to sustain engagement, collaboration, and performance across dispersed teams. In Singapore, the demand for flexibility is clear. According to LinkedIn, 8 in 10 professionals rank flexibility among their top workplace priorities. Gen Z, set to make up nearly 30% of the global workforce by 2030, is especially strong advocates for hybrid arrangements.1 Similarly, a report by Singapore Business Review revealed that 78% of employees prefer hybrid work, with many citing work-life balance as a top driver of career motivation.2 For employees, hybrid setups offer value in terms of autonomy and work-life balance. However, as managers, we are presented with a new leadership challenge: ensuring teams stay connected, engaged, and productive, regardless of where they log in from.
Hybrid work may be the preferred model for many in Singapore, but it comes with challenges that must be navigated carefully. According to insights shared in Singapore Business Review, several key friction points continue to shape the hybrid experience, which include:
Preferences around where and how often employees work vary across age groups. Jianhan Qiu, Principal of Strategy at Unispace Asia, noted that employees in Singapore currently spend an average of 3.7 days in the office, though some prefer closer to 2.6 days. Older employees, particularly those aged 55 and above, tend to favour more time in the office, while younger professionals, especially Gen Z, lean toward working from home.
This divide can create subtle pressure among colleagues, as expectations around presence, productivity, and collaboration differ across generations. We must bridge this gap by striking a balance between individual preferences and team cohesion, as well as overall business needs.
Saikat Chatterjee, Senior Director in the Gartner HR Practice, explained that many employees value the autonomy that came with working from home, and for some, the office has become associated with frustration. This could be due to colleague distractions, logistical hurdles such as booking meeting rooms, or struggling with outdated office technology.
Jianhan Qiu also pointed out that Singapore is unique due to its high labour and rental costs. Many companies, cautious about real estate spending, tend to prioritise workplace essentials such as desks and meeting rooms over recreational or wellness spaces. However, in the post-pandemic shift back to the office, some organisations have scaled down too far, leaving employees working in shared café-style areas that may not support focused tasks.
This lack of proper workstations can lead to dissatisfaction and reduced productivity among staff.
Hybrid setups can also complicate communication dynamics. Qiu noted that younger employees working remotely often hesitate to reach out to senior colleagues with questions. Without the natural ease of “walking over to someone’s desk,” these employees risk missing opportunities for mentorship and growth.3
Research by the Stanford Institute for Economic Policy Research (SIEPR) adds another dimension to this challenge: the risk of creating an “in-group” in the office and an “out-group” at home.
Remote employees may notice side conversations, subtle body language, or post-meeting discussions that they cannot participate in. Even when organisations mandate inclusive practices, like having all participants join video calls individually, remote staff may still feel excluded, knowing that once the call ends, in-office colleagues can continue networking in the hallways or over coffee.4
This sense of perceived exclusion can erode trust and team cohesion over time.
The takeaway is clear: communication in hybrid teams must go beyond scheduling meetings. It requires deliberate inclusivity, ensuring remote employees are not just present in discussions but are actively engaged and given equal opportunities to contribute, connect, and grow.
So, how can we address these hybrid work challenges and create opportunities for growth for all employees? These are three strategies to consider:
In Singapore, more companies are embracing flexible work arrangements (FWAs) as they recognise the value these bring to both employees and organisations. But flexibility should not be confined to where employees work. True flexibility considers the nature of the job, individual circumstances, and operational needs, creating arrangements that support both in-office and remote staff.
To help implement FWAs effectively, NTUC outlines a clear step-by-step approach:
A hybrid workplace cannot thrive if policies are designed solely from the top down. Involving employees in shaping hybrid work policies builds ownership, inclusivity, and trust. When staff feel that their voices are heard, they are more likely to embrace and support changes in work practices.
This can take the form of employee surveys, focus groups, or pilot programs, where teams test new policies before they are rolled out company-wide. Beyond gathering feedback, it’s equally important to communicate how employee input influenced final decisions. This transparency enhances credibility and ensures that policies are not only practical but also aligned with the real needs of the workplace.
A report by NTUC highlights that uncertainty aversion can make employees hesitant to take up Flexible Work Arrangements (FWAs) if there is ambiguity around what options are available, how requests can be made, or whether choosing an FWA could affect career progression. In short, unclear communication can create unnecessary anxiety and discourage employees from using arrangements designed to benefit them.6 To address this, the Tripartite Alliance for Fair & Progressive Employment Practices (TAFEP) outlines in the Tripartite Guidelines on Flexible Work Arrangement Requests (TG-FWAR) that organisations must be proactive in communicating their FWA practices. Clear guidelines help employees understand their options, set realistic expectations, and minimise the need for repeated clarification. For businesses, it reduces misunderstandings, strengthens trust, and lowers the risk of workplace disputes.7 For example, we can clearly outline upfront:
Ensuring transparent communication about FWAs shows that we are serious about building a fair and inclusive workplace. As a result, employees are more likely to embrace hybrid policies when they feel confident that their choices will not penalise them.
In a hybrid work environment, we have the opportunity to broaden our talent pool by drawing from a more diverse set of employees. But with greater diversity comes a greater responsibility: ensuring that all voices are not only invited but also genuinely valued and integrated into decision-making.
At Korn Ferry, we emphasise the principle of “inclusion that multiplies,” ensuring that diverse perspectives are heard, understood, and actively applied. It means decisions are reached collaboratively, different viewpoints shape outcomes, and inclusivity isn’t a one-off initiative but a continuous practice. This approach is particularly vital in hybrid teams, where the risk of certain groups, such as remote employees or younger staff, being sidelined is even higher.8
Hybrid setups create unique opportunities to bring in talent that can sharpen perspectives and strengthen strategy. However, without psychological safety, employees may hesitate to contribute ideas, fearing judgment, being overlooked, or disrupting the status quo. We must therefore cultivate an environment where speaking up feels safe, welcomed, and impactful.
A scenario on how to promote psychological safety for in-office and remote employees:
During hybrid meetings, you can establish a norm where every participant is invited to share input before closing a discussion. For example, after presenting a project update, you might go around the (virtual and physical) “room” to ask each team member for one idea, concern, or question. To support those who are less comfortable speaking on the spot, you can also use follow-up channels, like a shared document or chat thread, where team members can contribute asynchronously. This ensures contributions are not limited to the most outspoken voices and that all perspectives are considered.
The physical office should serve as a strategic hub for collaboration, creativity, and culture-building. Instead of requiring arbitrary office attendance, we should design in-office days with intention:
By reframing office time as an opportunity for meaningful connection rather than a mere obligation, we can shift employee perceptions and encourage more enthusiastic participation. This approach ensures that every trip to the office delivers value, both for the individual and for the organisation.
Managing hybrid teams is no longer just a logistical challenge—it represents a fundamental shift in leadership. Success in this new era requires more than coordinating schedules or setting up technology; it’s about redefining how we connect, motivate, and empower our people.
We must embrace communication rhythms that keep everyone aligned, foster inclusion so that every voice is heard, and adopt outcome-based management that prioritises impact over presence. Mastering these skills will not only help us navigate today’s hybrid workplace but also future-proof our teams for Singapore’s evolving world of work.
But this transformation doesn’t happen by accident. It requires deliberate leadership development. Mastering these skills requires tools and frameworks to manage complexity, balance competing expectations, and sustain performance across distributed setups.
This is where Korn Ferry Academy can help you. We have leadership programmes that are designed to help you:
By investing in leadership development and high-performing teams training, you not only keep pace with hybrid work trends but also actively unlock the full potential.
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