How Hybrid Work Impact Mid-Market Companies

The advantages and challenges with hybrid solutions for Mid-Market Companies.

The COVID-19 pandemic has caused a significant change in the way people work. Remote and hybrid work has become the new norm, and organizations worldwide have had to adapt to operating with virtual teams and remote workforces. A recent study conducted in January 2023 by Vistage sheds light on a remarkable trend among small to medium-sized company CEOs. Despite economic uncertainties, 60% of these companies plan to increase their workforce, while only 7% plan to reduce headcount. This shift is driven by the crucial realization that hiring challenges affect their capacity to function effectively. Hybrid work, which combines remote and in-office work, is emerging as a game-changer for companies in this space.

Based to a recent McKinsey report, employees cited several key reasons for choosing to work from home. Foremost among these were saving valuable commuting time, along with increased productivity and cost savings. Mid-size corporations can benefit from this work model as well but must also be aware of its drawbacks.


Remote work and hybrid models offer a significant advantage in expanding the hiring pool and retaining talent. Employers are no longer restricted to local talent and can now hire individuals from anywhere in the world. By embracing hybrid work, businesses can overcome geographical barriers and bring in talent that would otherwise remain untapped.


Remote work has enabled employees to have more flexibility, giving them greater control over their work schedules, abilities, and work-life balance. With a flexible schedule, employees can work at times that suit their personal schedule while still meeting the job’s requirements. Employers who recognize and support a positive work-life balance make employees feel valued, productive, and satisfied.


While hybrid work brings numerous advantages, such as increased flexibility and improved work-life balance, it is essential to consider the potential challenges that may arise. One such challenge is maintaining effective teamwork and collaboration in a dispersed workforce, where face-to-face interactions are limited. To overcome this, businesses need to invest in advanced technology and communication tools that can facilitate seamless connectivity and foster a sense of camaraderie among team members, regardless of their physical location.


Additionally, another significant concern is the risk of employee burnout. With the blurring boundaries between work and personal life, individuals are more susceptible to overworking and neglecting their well-being. To combat this, it is crucial for organizations to establish clear work-hour expectations and encourage regular breaks and rest periods. By prioritizing their employees’ mental and physical health, businesses can create a healthier and more sustainable work environment that promotes productivity and overall job satisfaction.

Transitioning to hybrid work requires careful planning and the right strategies. Mid-size corporations should carefully consider the advantages and potential drawbacks to determine if it makes sense for their business. Leaders need to recognize that hybrid work is not simply about conforming traditional office-centric methods to a new format but about thoroughly reevaluating and redesigning workflows to seamlessly align with this evolving model. Allowing employees to work remotely can bring a massive increase in productivity, access to a wider talent pool, more flexibility and improved work/life balance – but workers must be aware of and protected from burnout.

To ensure successful hybrid working practices, mid-size companies should set clear expectations, provide any needed support or resources, and foster collaboration with tools specifically designed for hybrid teams. By making the right decisions when considering flexible working arrangements, mid-size corporations can unlock an invaluable source of talent for their organization as well as long-term financial savings.

Charles Good 
President, Institute for Management Studies
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