As Australians settle into the new work year, the groans of returning to the office are now tempered by the widespread adoption of hybrid work arrangements. For roles that permit it, splitting time between home and the office has firmly established itself as the new normal. However, this shift is prompting significant cultural changes, forcing both employees and managers to rethink how to maintain connection, sociability, and overall happiness in a blended environment.
The Quest for Hybrid Happiness
According to Barbara Plester, an associate professor in Management and International Business at the University of Auckland, workers are unanimous in their desire to keep hybrid work. Her research, which involved immersion in two local companies and interviews across various workplaces, formed the basis of her recently released book, Hybrid Happiness: Fun and Freedom in Flexible Work.
Employees report that the flexibility and autonomy of hybrid models boost their happiness, primarily because they feel trusted by their employers. The familiar benefits are consistently cited: saving time and money on commuting, better managing family and pet care, enjoying a midday walk, or working from a favourite café.
Yet, Professor Plester notes that workplace fun and sociability have undeniably transformed. The era of constant table tennis and packed Friday drinks is fading. In response, teams are innovating. Some have introduced mid-week "cheese and chat" sessions on Thursdays, when office attendance is typically higher. The classic water cooler chat is now supplemented by online streams filled with emojis, memes, and instant messaging.
"Anchor days," where entire teams are present in the office, have become crucial for bolstering social bonds and collegiality, especially when employers provide simple perks like coffee and bagels. Online quizzes and games are also growing in popularity as tools to relieve daily stress.
The Pitfalls of Forced Fun
However, the path to hybrid harmony isn't always smooth. Professor Plester's research highlights that fun is subjective, and mandating it in a hybrid setting can backfire spectacularly. Activities designed to build culture can feel awkward or burdensome.
One young worker described being coerced into an in-person fashion catwalk, leaving him highly uncomfortable. An online quiz scheduled for the end of the day can feel like just another task to complete before logging off. Even the overuse of emojis in digital communication can become irritating or be misinterpreted.
The key finding is that fun cannot be forced. A simple opt-out clause is valuable, allowing people to bow out without pressure when they're not in the mood or are too busy. Interestingly, hybrid work itself can be a game-changer here. It's easier to avoid a virtual event by simply not clicking the link, whereas in-person pressure from colleagues in an office can be harder to resist.
Why a Thriving Hybrid Culture Matters
This cultural adaptation matters because today's workforce values choice. Employees want the freedom to work productively at home, combined with the in-person connection and stimulation that an office provides. Some thrive surrounded by colleagues, while others achieve more focused work away from the office hubbub, yet still connected via technology. Hybrid work aims to offer the best of both worlds.
When individuals can work in a way that is personally optimal, their happiness increases. This individual contentment, argues Professor Plester, feeds directly into the broader workplace culture, creating a more motivated and dynamically interacting team.
Ultimately, a thriving workplace culture is a collective effort, built on genuine buy-in from employees. While challenges exist in making hybrid models work, the evidence suggests that with thoughtful adaptation—and without forcing the fun—workplace culture can not only survive but potentially improve in this new, flexible office environment.
