How do hybrid models impact talent attraction or retention?

1.1k views1 Upvote13 Comments

CIO / Managing Partner in Manufacturing, 2 - 10 employees
The war for IT talent is getting harder and harder, so you have to offer the flexibility of a hybrid model to get people to actually come to you. Starting to dictate that folks have to be in the office is narrowing down the pool of candidates.
3 Replies
CIO Strategic Advisor in Services (non-Government), 2 - 10 employees

It goes further than that because it's even narrowing down your existing employees. I can think of some folks who have sold or left their place in the Bay Area and are now living someplace else. If you want them to go back to the office in the Bay Area, there's no place for them to live, so what do you do in those cases? Now you have folks that have relocated based on a scenario for two years, and you can't necessarily expect them to stay there.

Advisor | Investor | Former CIO in Services (non-Government), Self-employed

You're right, a lot of people have now vacated the Bay Area. I'm wondering what's happening with the concept of HQ because that was always a kind of gravitational pull. If you wanted to move your career, you had to be in HQ. If you're not, you're kind of off the radar.

CIO / Managing Partner in Manufacturing, 2 - 10 employees

Its been a while since I wrote that comment and it seems outdated already, with many demanding fully remote. So even talk of hybrid seems old now. Although, I wonder if that will change with a recession....... What do others think,?

Regards the recent comments, outside of the Bay area can be a different world!

Advisor | Investor | Former CIO in Services (non-Government), Self-employed
Some of the big tech giants like Facebook or Amazon are setting up hubs around the country to support folks who have relocated. You can be wherever you want in the country, but you need to be within two hours of an office. And it's not about controlling; I think it's about being declarative. Companies are declaring, for example, you will be in the office three days a week and those are the days that you should be having team meetings, not one-on-ones. It's providing the guardrails to outline best practices. But people are saying be within a reasonable commute time from some location that allows them to participate.
Director of IT in Energy and Utilities, 11 - 50 employees
I think it varies to person to person and company to company, post pandemic the new era has been started and working module has been changed totally, companies are moving infra to cloud or hybrid and companies are providing training to there employees which help them to gain knowledge, experience as well as addition of new tech and 80% users and companies attracted towards hybrid modules. 
Talking about impact to retain or attract that depends on company and individuals because many companies have employee who are working for more than 15 years and many employees are joining or less experienced are attracted towards new tech, rather than old people who are struggling/ finding difficulties in upgrading skills. So it’s 50-50 scenario. 
Managing Director in Energy and Utilities, 11 - 50 employees
Due to the pandemic and the rise of remote work culture employees have numerous options thus raising their demand hence it has become evermore difficult to retain great talents. As in we also faced great damage during this same time as we also saw some loss in talent.
Head of Digital and Information Technology Asia and and Global EA in Healthcare and Biotech, 5,001 - 10,000 employees
Post pandemic, I believe IT talent can be source remotely, not just in USA, but cross borders and internationally. In US, talents may relocate due to cost of living, inflation + recession + environmental (less traffic to work) and other concerns. India IT outsourcing still seems to be the lead but Vietnam is catching up in second place. However key and senior roles still are more effective when based in HQ and at a location together.
Director of IT in Transportation, 201 - 500 employees
Hybrid working is only one aspect at attracting and retaining talent. I think since the pandemic it is now seen as a hygiene factor (perhaps more from employees rather than employers) along the lines of benefits and competitive compensation.

To support a hybrid working model and especially help retain talent I know that many companies are investing heavily in better comms and management and, as others have mentioned on here, encouraging people to meet up for team activities in hubs or at regional offices to help motivation and ensure alignment.

For me the biggest challenge with working with remote teams is ensuring that people are aligned on the right areas and keeping them updated with the rapid changes in context that our business is experiencing. This was very easy when everyone was in the office, but much harder in a hybrid model.
Chief Techical Officer in Software, 11 - 50 employees
Varies by industry obviously and not applicable to all, but once you have gone fully remote, with occasional meetups. The better work / life flexibility plus increased productivity and satisfaction means employee never want to give it up. It becomes more valuable than some other company benefits. Hybrid is a bridge to try and bring people together for some days and if you plan to do your "meeting work" on those days and your "non meeting work" on the others, if possible it can work. Still, the meeting that was replaced with a quick slack conversation means people can be productive anywhere, anytime, and that will still beat hybrid.
Chief Information Technology Officer in Finance (non-banking), 51 - 200 employees
It clearly expands the pool of candidates, especially with the young generations, considering the significance of having an appropriate work-life balance and the ability to maintain a healthy work relationship, which requires occasional peer-to-peer interaction.
Co-founder & CTO in Finance (non-banking), 51 - 200 employees
Hybrid working models give a lot of flexibility for talent to work from anywhere, thus positively impacting talent retention and acquisition. A lot of talent, especially young talent, want to work remotely in order to have a better work-life balance, save on living costs by relocating to a less expensive location, or improve living quality by moving to a much cleaner city/town
Earlier CIO in Manufacturing, Self-employed
Hybrid models give the flexibility to employees to work.  This is very advantageous especially for working women.  Being flexible gives the possibility of getting the right talent.  Productivity should also be at the best since employees can balance their personal life and work.

However, the organisation must put in required controls / monitoring systems to ensure employees do not misuse this wonderful opportunity

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Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
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