The UK’s first pilot programme aimed at teaching managers to navigate the evolving world of hybrid and flexible work has uncovered significant challenges.

The two-month pilot, led by the Chartered Management Institute (CMI) and Timewise, found that many bosses lack confidence in motivating teams, running meetings, and managing conflict remotely.

Conducted from September to October 2023, the hybrid trial involved leaders from 30 organisations across various sectors, including health, construction, manufacturing, and law enforcement. The programme featured immersive workshops and ongoing training to help participants effectively manage hybrid teams.

The need for such training has become critical as the Employment Relations (Flexible Working) Act, effective from 6 April 2024, gives employees the right to request flexible working from their first day in a new job.

Key Findings from the Pilot

CMI research shows that 86% of managers say their organisations operate in a hybrid manner. However, University of Birmingham research reveals that only 43% of managers have received training for managing hybrid teams. The pilot’s evaluation highlighted significant improvements in managerial skills:

  • Resolving conflict and having difficult conversations online (46% confident before the pilot, 86% after).
  • Keeping teams motivated (43% confident before, 89% after).
  • Balancing work and home-life commitments (43% confident before, 82% after).
  • Managing underperformance (36% confident before, 79% after).
  • Building connection and cohesion among hybrid teams (43% confident before, 93% after).
  • Understanding and mitigating biases in hybrid working (32% confident before, 96% after).

Sector-Specific Experiences

Zaki Mohamed, an assistant regional operational manager at Colas Rail UK, manages a team of 60 people maintaining railway infrastructure. Initially sceptical about hybrid work, Mohamed adapted post-Covid by rotating his team between admin days at home and on-site construction. Virtual meetings and one-on-one interactions helped maintain productivity. The pilot programme has further empowered him to balance on-site coordination with remote work effectively.

Petra Smith, leading a team of health and safety professionals, faced challenges with communication and structure during the transition to hybrid work. Enrolling in the Timewise/CMI pilot, she fostered open dialogue and clear expectations, incorporating monthly meetings, regular field visits, and team meals. This approach enhanced collaboration and transparency, contributing to her growth as a leader.

Expert Insights

Amy Butterworth, Consultancy Director at Timewise, noted that while flexible working has become mainstream, many aspects still feel unrefined. The pilot programme demonstrated that investing in specific hybrid management skills benefits managers, their teams, and their organisations. Butterworth emphasized that managers play a crucial role in designing and embedding flexible cultures, which could shape work environments for decades.

Anthony Painter, Director of Policy and External Affairs at the CMI, highlighted the importance of providing managers with the right tools to ensure the success of hybrid working. He stated that managers are essential for realising the benefits of improved work-life balance, which positively impacts employee recruitment and retention. As workplace policies evolve, Painter stressed the need for employers and policymakers to invest in management training to navigate the complexities of hybrid work environments.

As the Employment Relations (Flexible Working) Act comes into effect, it is crucial for organisations to adapt proactively. The pilot programme underscores the necessity of equipping managers with the skills to manage hybrid teams effectively. By doing so, businesses can ensure the long-term viability of hybrid working and foster a thriving, flexible work culture.