Pros and cons of hybrid working: why there’s no one-size-fits‐all

Professor Amanda Kirby, CEO of Do-IT Solutions., Campaigner for Neurodiversity, Medic, Knowledge Translator, researcher.

Originally published as part of The Neurodiversity 101 LinkedIn Newsletter.

I have had some interesting conversations recently about getting everyone back in the office as it it was an either or.. I have also had them with different people across generations.

In recent years, many organisations embraced hybrid working. Covid proved we could do so.

I was interested in the article inThe Conversation which pointed out in “Home vs office working: why it doesn’t have to be a battle”, and it made me think the debate is overly framed as home versus office as if there is only one solution rather than how best to blend the two and also how things change across time and also relevance of the tasks being done.. I know when I am writing I need to be somewhere quiet to focus or will be distracted easily.. other tasks I can flourish if I bounce ideas off other people…

I want us to think a bit about both sides of the equation… may be there are even more than 2 sides to this too… it is a dynamic picture considering the needs of the organisation.. some jobs can’t be done at home.. e.g. customer facing in a restaurant… others can be completely done from home…

The advantages of hybrid working

1. Flexibility and autonomy Hybrid working often gives employees more control over where and when they work. That autonomy can increase job satisfaction, reduce commuting time, and support better work-life integration.
2. Reduced commute, improved wellbeing Commuting can take a toll – in time, energy and cost. Hybrid models can cut that burden, allowing people to use saved time for rest, recovery or health-supporting activities. This can be important if you have a relapsing remitting health condition where fatigue is an issue for you and you are trying to conserve energy to focus on work.
3. Potential productivity gains Some studies indicate that remote/hybrid work can match or exceed in-office productivity if well-designed – particularly for deep work, focus tasks and reducing distraction. I know if I have to read, think and write I cannot do that if others are around me. I am too interested in the conversation and become easily distracted.
4. Talent attraction and retention Organisations offering hybrid options are often more attractive to a broader pool of candidates – including neurodivergent individuals who may benefit from fewer sensory interruptions, quieter environments and more autonomy. This may be particularly favourable for those with caring responsibilities too.
5. Cost efficiencies Reduced office occupancy can mean lower facilities costs. If combined with smarter workplace design, the physical office becomes a place for collaboration, rather than the only place for work.

The drawbacks and risks – this needs to be considered too!

1. Reduced spontaneous collaboration and social connection Being in the office enables chance encounters, informal mentoring, and learning by observation. There is ‘watercooler talk’ These may be harder to replicate remotely, especially for newer or neurodivergent staff who benefit from in-person cues and ambient learning. It can be hard to understand the rules of an organisation if you don’t get to meet some people in it.
2. Blurring of boundaries Flexibility can also lead to “always on” working, difficulty switching off and challenges separating home life from work life – which may disproportionately affect those managing sensory, executive-function or organisational challenges (a key neurodiversity consideration). I used to change when I came home from work signalling an end to the day… I remain terrible at ‘dipping in’ and checking emails too often across the day and evening!
3. Equity issues and visibility bias Hybrid arrangements may inadvertently favour those who are more visible in the office, leading to “face time” biases. This may be particularly seen on who gains promotion/networking opportunities.Neurodivergent staff or disabled workers may choose or really need to work remotely more often ( travelling to work can be exhausting) and risk being overlooked for development or promotions. I think this is a very important one to discuss and we need to really focus on to ensure equity in progression otherwise it can be cliquey..and inequitable.
4. Inconsistent experiences and infrastructure gaps Not all roles suit hybrid working (e.g., highly collaborative, client-facing, or secure tasks). Home setups may be variable (equipment, space, connectivity) and organisations may struggle to scale inclusive support fairly.
5. Culture, identity and cohesion risks Over-reliance on remote working without intentional design can weaken organisational culture, reduce team cohesion or lead to fragmentation. For inclusive leadership, this is a concern – particularly when neuroinclusion relies on access, visibility, and shared purpose.

Why there’s no one size fits all

Why do we see a home vs office, with winners and losers ….we need to see how both environments can be leveraged effectively. This means we need to be flexible- it doesn’t automatically mean 3 and 2 or 4 and 1 formulas….. Of course we can’t work from home in some jobs!

Thus:

• Hybrid working needs to be tailored to role, individual needs, team workflows and accessibility considerations.
• It demands thoughtful design: when people are on site, what is achieved; when remote, how collaboration and inclusion are supported.
• It requires clarity of policy, communication, and adjustment to ensure equity for all employees – including neurodivergent or disabled workers.
• We need to judge productivity and not just presenteeism.

What can we conclude?

• Establish clear role-by-role guidelines: define which tasks benefit from being in the office, and which can be remote.
• Provide equipment, training and support for remote working (e.g., noise-cancelling headphones, flexible schedule, sensory-friendly environment).
• Monitor for hidden inequities: who is remote more often? Who misses out on informal networks? Ensure career development pathways don’t disadvantage remote workers.
• Design the office as an inclusive collaboration hub – not just an attendance checkpoint. Use the time on-site intentionally (brainstorms, mentoring, culture-building). Think of other ways to not ‘hot desk’ – shared booked spaces…I wrote about this a year ago.
• Lead by inclusive example: managers modelling hybrid working, emphasising outcomes over presence, and reinforcing that adjustments can be made.
• Solicit feedback and iterate: employees’ preferences and needs will evolve; neurodiversity needs may change over time.
• Check for times of change.. someone becomes a carer…. certain tasks are better done from home – some people need to work flexibly for a time….this means having regular check ins and discussing what is possible and what is reasonable… both parties need to see this too!

Final thoughts

There are now Day 1 rights in the UK, all employees have the right to request flexible working from day one of their employment, a right that can be used for any reason, not just for parents or carers. Employees can make two statutory requests in a 12-month period, and employers must respond within two months. An employer can only reject a request for a valid business reason, and a request can be for changes to hours, times, or location of wor

Hybrid working offers significant advantages – flexibility, wellbeing, broader talent access – but also comes with risks of invisibility, boundary blurring and inequity.The evidence suggests that success lies in designing hybrid systems, not enforcing them.

For an inclusive organisation committed to neuroinclusion the question becomes:

How, where possible, do we make hybrid work well for everyone?

What do you think?

Blog Author

I am Amanda Kirby, CEO of Do-IT Solutions a tech-for-good company that delivers thought provoking consultancy and neuroinclusive guidance and training. We have developed cutting edge web-based screening tools that have helped 10s of 1000s of people. We strive to deliver person-centered solutions relating to neurodiversity and wellbeing.

I am a mixed bag of experiences and skills, an odd ball… and have 25+ years of working in the field of neurodiversity.

I am a medical doctor, Professor, and have a Ph.D. in the field of neurodiversity; parent and grandparent to neurodivergent wonderful kids and am neurodivergent myself.

Theo Smith and I wrote the UK award-winning book Neurodiversity at Work Drive Innovation, Performance, and Productivity with a Neurodiverse Workforce. My 10th book came out called Neurodiversity and Education in March this year. Excitingly, Theo and I have another book coming out next year!