Hybrid working: How is the new normal changing leadership and talent attraction?

According to management consultants McKinsey & Company, more than half of workers want to work a three-day week outside of the office, with 30% reporting that they would leave their role if required to return to their offices full time. 

However, following the widespread adoption of remote working during the COVID-19 pandemic, employees are steadily returning to their workplaces. Hybrid-working models present many challenges to employers.

Three leadership experts share insights on how business leaders can manage dispersed workforces, maintain company culture in a hybrid world and attract new talent.

About the contributors:

Susanne Braun (01:15) is a Professor in Leadership at Durham University Business School, Director of the International Centre for Leadership and Followership, and PhD Programme Lead for the Department of Management and Marketing. She is interested in the bright sides and dark sides of leadership and how they affect productivity and wellbeing at the work-life interface.

Caroline Roberts (15:30)  is the interim HR Director of the Confederation of British Industry (CBI). She is responsible for the people strategy at the CBI, ensuring that it attracts, retains and develops great people. Caroline began her career in radio production at the BBC and has held several HRD roles in the public sector, media and architecture.

Darren Lancaster (31:30) is the CEO of Americas and EMEA at Hudson RPO. Starting his career in 1997, Darren worked on one of the first RPO solutions in the recruitment sector, joining Hudson RPO EMEA in 2010. Under his leadership, the business has created a culture where ‘curiosity’ is embraced, and employees’ ideas are valued, expanded and delivered.