“Flexibility” the prominence word to describe the future of “hybrid work”. Both terms, have taken over the way we speak about work and the further integration of work and life.

Most recent surveys surrounding work life, show that employees want more flexibility, although providing this seems easy, it is essential to exercise autonomy it in whichever way suits them best.

Autonomy is a driver for motivation and achievement but also in the era of hybrid working, it is related to the amount of flexibility that an employee is given to arrange their workload. The more autonomy given, the more the flexibility increases.

But what kind of autonomy you should give your team? Autonomy is not all good or all bad. Every organisation is different but, in some cases, letting the team generate and create ideas could boost performance. Leaders will decide which areas of the business would benefit of letting the employees to work at its discretion and the areas that would need more guidance.

Encouraging employee autonomy in the workplace can be done in a way that suits the organisation structure but establishing wider limits in place. The way you increase your employee autonomy will depend on the way your business works. For example, if you have a business development department, you might offer the staff the industries they are passionate about.

An employee that has been given autonomy will see every decision they make as an important one for the overall success of the company. This sense of trust and belongingness can in turn increase the company culture contributing to the team’s strength and overall results. 

If you are looking to be competitive in the hybrid working environment, allowing, and empowering employee autonomy and flexibility are the most important facilitators. Investing in an employee by giving them the tools that they need to work autonomously - in spite of the location - and acknowledging them as competent individuals will benefit your organisation, and your teams.