Hybrid work model: Your practical guide for HR and managers

The world of work has fundamentally changed. What was the exception just a few years ago is now standard in many companies: hybrid working. It stands for flexibility, but it also poses complex challenges. The decisive question is therefore no longer whether you introduce hybrid models, but like You design them in such a way that they benefit both the company and employees.

But what exactly does the term mean? And how can you establish a model that is not only legally secure, but also culturally appropriate and psychologically sound? This guide will provide you with the answers.

What is a hybrid work model and what variants are there?

Hybrid work describes a flexible work organization in which employees work part of their working time in the office and the other part from another location, usually from home. This model is a middle ground between pure face-to-face culture and full remote work.

Definition and delimitation

While remote work describes working exclusively from outside the office, the hybrid model deliberately assumes a hybrid form. The aim is to combine the advantages of both worlds: collaboration and social interaction in the office with the flexibility and individual concentration of remote work.

The challenge lies in practice, because “hybrid” is not a rigid concept. Instead, there are a variety of implementation models that are suitable for different companies and teams.

An overview of the most common models

The decision for a model should never be made indiscriminately, but should always be based on the goals, corporate culture and requirements of the respective role. Here are some of the most common variants:

• The 2-2-1 model (or: Anchor Days): Employees are in the office on fixed days (e.g. Tuesday and Thursday), the rest of the time is flexible. The advantages are predictability and guaranteed presence for team meetings.
• Team-based model: Each team decides on the regulations themselves. This promotes autonomy and a sense of responsibility, but requires clear guidelines to avoid unequal treatment.
• Office-First vs. Remote-First: Depending on the model, a predominant presence (e.g. 4 days) or a predominant remote work (e.g. 4 days) is required. This provides the basic orientation and is suitable for companies with a clear cultural or work philosophy.

Role-based model: The attendance requirement depends on the respective function. Roles that require a lot of collaboration (e.g. creative teams) may have more face-to-face days than roles with a high level of focus (e.g. software developers).

The opportunities and risks of hybrid work

The introduction of hybrid work models offers enormous opportunities, but also significant risks that must be addressed in a targeted manner by HR managers and managers.

Benefits: More than just flexibility

The positive effects are well documented and are reflected in the applicants' expectations:

• Increased employee satisfaction: Flexibility is now a key factor for employee retention and well-being.
• Better employer branding: Companies that offer hybrid models are often more attractive on the job market. Flexibility is becoming an essential part of the Employee Value Proposition (EVP).
• Productivity increase: Studies suggest that being able to retreat to the home office for concentrated tasks can boost individual productivity.
• Access to a wider talent pool: By reducing geographical dependency, companies can attract talent beyond their previous location limits.

The hidden risks: What you need to be aware of

Despite the benefits, there are also challenges that must be carefully managed. If this is not actively addressed, negative effects can creep in:

• Perceived unequal treatment: Employees who are in the office more often could be subconsciously preferred, while remote employees feel they are losing touch (“proximity bias”).
• Fragmented corporate culture: Cohesion can suffer when there are no clear communication rituals and shared social moments.
• Coordination effort: Coordinating meetings, team events, and projects is becoming more complex. Who is when where?
• Difficult leadership: Leaders must develop new skills to effectively lead teams that are not permanently on site.

Load & limits: The lines between private and professional life can blur, which can lead to increased stress and burnout risks.

The solution: Make hybrid work scientifically sound

In order to address the above disadvantages, which in practice are hybrid working models To occur frequently, avoid, it is not enough simply to set an attendance rate. A well-thought-out, systematic approach is needed that combines both organizational and occupational psychology Dimension taken into account. Approaches to designing healthy and productive work play a decisive role here.

The Job Demands-Resources (JD-R) model approach provides excellent glasses to combat the loads (Job Demands) and resources (Job Resources) in the hybrid working environment to analyze and balance in a targeted manner:

• Burdens (Job Demands): These include factors that can occur more frequently in a hybrid setting, such as Coordination effort, constant availability or unclear expectations regarding presence. These stressors can reduce well-being.
• Resources (Job Resources): This includes all supporting aspects, such as social support, autonomy and role clarity. These resources alleviate burdens and promote motivation.

A successful hybrid model It therefore creates more resources than it creates burdens. In order to measure and control this, the scientifically based aptitude diagnostics in order to close the gap created by subjective impressions.

The role of objective aptitude diagnostics in a hybrid setting

The core problem of unequal treatment and the Proximity bias (the preference for more present employees) is often due to the lack of objectivity of decisions. Appraisals are quickly based on subjective impressions and not on transparent data about actual performance and potential of employees.

One digital platform can help here.

An innovative tool such as the Aivy solution offers the opportunity to Work styles and potentials to objectify employees. Instead of guessing who is good at a hybrid environment Copes, can companies data-based decisions meet. Game-based assessments and scientifically based questionnaires identify objective characteristics that are essential for success in hybrid teams The decisive factors are:

• Collaboration style: Who prefers which type of collaboration? Who is more autonomous, who is more likely to seek exchange? This helps to design more sensibly Team agreements.
• Willingness to change: How well can employees adapt to new ways of working, tools and hybrid models customize?
• Skills: What professional and interdisciplinary competencies are required for the respective role in hybrid context decisive?

By using such objective instruments will transparency created. Decisions are based on valid data, not on the frequency of personal contact, which means that fairness is significantly increased.

Practical example: How companies successfully manage hybrid work with Aivy

Companies use scientifically based solutions to cooperation and the Person-Job-Fit in hybrid environment to optimize.

• Lufthansa case study: Lufthansa uses Aivy in the Potential analysis from students and graduates. With the aim of finding candidates for the right position, the company uses a data-based solution that helps, even in a hybrid work environment to recognize the strengths and abilities of applicants. This objective approach ensures that the selected talents have the necessary skills for their future roles — regardless of whether they primarily work remotely or in an office.
• Persona service case study: The personnel service provider Persona service uses Aivy's solution to identify personal Work styles and skills one. This enables the company to tailor candidates to the teams and roles in which they can best develop their potential. This is crucial in order to be in a hybrid world ensure an optimal fit and reduce fluctuation.

These examples show that the use of scientifically based aptitude diagnostics contributes unequal treatment to avoid and the effectivity from teams even in a complex working world to ensure. The aim is to create a working environment in which all employees have their full potential Be able to utilize them — regardless of whether they work in the office or remotely.

Legal aspects and practical implementation of the hybrid working model

In addition to the psychological and organizational aspects, HR managers must also be aware of the legal framework if they have a hybrid working model introduce. In Germany, the topics play working time, Data protection and Participation a central role.

• working time: The legal provisions of the Working Hours Act also apply to hybrid models. Here, it is crucial to record working hours transparently and to ensure that rest periods are observed.
• Data protection: When using collaboration or time recording tools, the Privacy Policy (GDPR) are complied with.
• Participation: If there is a works council, it has a say in the introduction of IT systems and the organization of working conditions. One Works agreement on hybrid work is often the best way to set clear and binding rules.

Tip: Use templates and guidelines, such as those provided by the IHKs. Such a procedure creates trust and legal certainty for hybrid work.

A 6-step guide to implementing the hybrid model

The introduction of a hybrid model should not be rushed but tackled as a strategic process:

1. Analysis & Design: Define the goals, involve the most important stakeholders (management, works council, employees) and choose a suitable one Model of hybrid working off.
2. Pilot phase: Test the selected model in one or two teams to gain initial experience.
3. Guidelines & team agreements: Create a policy that covers the legal framework. In addition, teams can set their own individual game rules.
4. Tooling & Technology: Make sure that employees have the necessary tools for collaboration and communication (e.g. video conferencing, project management software).
5. Culture & leadership: Provide managers with targeted training such as hybrid teams be able to lead effectively.

Measurement & adjustment: Collect feedback regularly and adjust it hybrid working model when needed on.

Summary & Your Next Step

Hybrid work is here to stay. However, successful implementation requires more than just flexible policies. A holistic approach is needed that takes organizational, legal and, above all, psychological aspects into account.

Hybrid work He's here to stay. However, successful implementation requires more than just flexible policies. It requires a holistic approach that includes organizational, legal and, above all, Aspects of work psychology taken into account in order to minimize the risks of inequality and cultural fragmentation.

The biggest challenge is objectivity and fairness , in particular when employees are present in the office with varying degrees of frequency. To the Proximity bias and to actively combat the feeling of inequality, decisions (such as promotions, project allocation or ideal team composition) must be based on transparent and valid data are based.

One digital, scientifically based platform How Aivy helps you do this. It creates a data-based basis by using Work styles, potentials and Fit features makes every single team member objective and visible. The use of scientific aptitude diagnostics, in line with the requirements in a hybrid environment, ensures that cooperation and leadership in the hybrid model does not become a game of chance based on subjective impressions, but a strategic success factor, which promotes equal opportunities and makes full use of potential.

Frequently asked questions (FAQ)

1. ‍What are the biggest drawbacks of hybrid working? The biggest disadvantages are unequal treatment, a potential loss of corporate culture and increased coordination efforts. However, these risks can be minimized through clear communication, transparent rules and the targeted use of objective diagnostic tools.‍
2. How many days in the office are optimal? There is no one-size-fits-all answer. The optimal ratio depends on the corporate culture, the tasks of the teams and individual preferences. Many companies rely on models with two to three fixed office days (e.g. Anchor Days) to promote personal collaboration.‍
3. How do I create fairness and equal treatment in a hybrid team? Create clear, written rules, ensure transparency in decisions (e.g. about promotions) and offer all employees the same development opportunities, regardless of whether they work remotely or in an office. Science-based tools can help make decisions objectively.‍
4. Can I just introduce desk sharing? Desk sharing is often part of a hybrid model. However, it requires clear rules and booking tools. In addition, companies with works councils must comply with participation rights in Germany.‍
5. How can Aivy help implement hybrid work? A platform like Aivy helps you to objectively understand the potential and working styles of employees. This helps to optimize collaboration, analyze person-team fit and ensure that the right people are working on the right projects. This creates transparency and prevents prejudices.

sources:

• Ardi, A., Cahyadi, H., Meilani, Y. F.C.P., & Pramono, R. (2024). Talent attraction through flexible work anytime from anywhere. International Journal of Innovation in Marketing Elements, 8(3), Article 2998.
• Bloom, N., Sadun, R., & Liang, B. (2024). Hybrid working from home improves retention without damaging performance. Nature, 630, 920-925 https://doi.org/10.1038/s41586-024-07500-2 
• Cabrita, J., & Eiffe, F.F. (2023). Hybrid Work in Europe: Concept and Practice. Publications Office of the European Union. https://doi.org/10.2806/26474 
• Campion, E.D., Campion, M.A., & Strah, N. (2025). Influence of proctored remote versus onsite assessment on candidate scores, assessment types, subgroup differences, and fairness reactions. Human Resource Management, 64(4), 1041—1055. https://doi.org/10.1002/hrm.22297 
• Coulston, C., Shergill, S., Twumasi, R., & Duncan, M. (2025). Advancing virtual and hybrid team well-being through a job challenges—resources lens. International Journal of Qualitative Studies on Health and Well-Being, 20(1) 2472460. https://doi.org/10.1080/17482631.2025.2472460 
• Lauring, J., & Jonasson, C. (2025). What is hybrid work? Towards greater conceptual clarity of a common term and understanding its consequences. Human Resource Management Review, 35(1), 101044. https://doi.org/10.1016/j.hrmr.2024.101044 
• Vartiainen, M., Antczak, R., Górniak, A., & Posta, D. (2025). Understanding the Management Challenges in Hybrid Work: A Literature Review (Eurofound Working Paper No. WPEF25012). European Foundation for the Improvement of Living and Working Conditions.