A recent article in The Economist looks the results from some of the many studies made since the massive move to a hybrid working model for employees. One for example, noted that in one large organization, spending between 23% and 40% of their time in the office seemed to be the “sweet spot” where employees performed the best on various performance measures. But this was for only for that one organization studied, a large non-profit. It is almost certain that other types of industries would yield different results.
A recent article in The Economist looks the results from some of the many studies made since the massive move to a hybrid working model for employees. One for example, noted that in one large organization, spending between 23% and 40% of their time in the office seemed to be the “sweet spot” where employees performed the best on various performance measures. But this was for only for that one organization studied, a large non-profit. It is almost certain that other types of industries would yield different results.
Ainsi, s'il n'existe toujours pas de règles strictes pour décider du modèle de travail hybride à utiliser, les patrons et autres personnes exerçant des fonctions décisionnelles disposent désormais de données de plus en plus utiles pour trouver le bon équilibre entre quantité et qualité.
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