For most nonprofits, “nimble” is the name of the game. Organizations of all kinds face challenges and calls for change periodically, and it is those groups most able to think creatively and act in new ways that have proven sustainable in the long run. Nonprofits and nonprofit practitioners have arguably never needed to exercise more nimbleness and adaptability than they have in the past five years. But they are not alone. Across every sector, organizational agility and engagement — whether in finding new ways to attract and retain talent, or rethinking organizational models — has been tested since 2020.

Hybrid and Remote Work: A “Temporary” Solution

On January 30, 2020, the World Health Organization declared an international public health emergency and, eight weeks later, classified the outbreak of coronavirus as a pandemic. Over 7 million people lost their lives, and hundreds of thousands lost their jobs. Health concerns forced every organization to adapt rapidly, and remote work became part of a new normal for millions of workers.

Out of this shift has emerged the widespread adoption of the hybrid work model, a way of working that makes use of in-person and remote work time. While disability advocates have long sought avenues for remote work, over the past few years, organizations have needed to undertake a review of their policies, procedures, and practices on flexible working arrangements and embrace changes for how all staff conduct their work. What began as a temporary solution to an unexpected problem has evolved into a long-term strategy for many organizations. As a result, this new normal is reshaping how employees collaborate, manage their time, and engage with their roles.

Too often, however, debates about the efficacy — and even the extent — of hybrid work have only been supported by anecdotes and comparisons to what individual employers or employees remember as “normal” workplace habits in the “before times.” As a data-driven observer of philanthropy, the Johnson Center recently completed a project that required us to conduct a research-informed review of hybrid work in four dimensions:

  1. What is the current status of in-person work?
  2. How prevalent is hybrid work, and how has that changed over time since the pandemic?
  3. What does early research show as the strengths and challenges of hybrid work from both an employer and employee perspective?
  4. Where do we go from here with hybrid and remote work?

Read the full article about hybrid and remote work in the U.S. by Jeff Williams and Trish Abalo at Dorothy A. Johnson Center for Philanthropy.