In praise of the office: Why hybrid is broken

00:03 – Lucy Adams (Host)
Welcome to HR Disrupted with me, Lucy Adams. Each episode will explore innovative approaches for leaders and HR professionals and challenge the status quo with inspiring but practical people strategies. So if you’re looking for fresh ideas, tips and our take on the latest HR trends, subscribe wherever you get your podcasts. Today we’re diving into one of the most heated debates in the world of work: where should work happen?

00:37
Some leaders are demanding a full return to the office, others are embracing remote-first policies, and most have ended somewhere in between. But is this so-called hybrid compromise actually working? Research suggests it often delivers the worst of both worlds. To help us make sense of this, I’m joined by Ranya Nehmeh, a senior HR strategist, lecturer and co-author of the forthcoming book In Praise of the Office: The Limits to Hybrid and Remote Work. Ranya has held senior HR roles at organisations like the OPEC Fund and the European Central Bank, and her recent work in Harvard Business Review has challenged leaders to rethink how we build culture, manage talent and sustain performance in a post-pandemic world. Together we’re going to explore why hybrid models are still stumbling, what leaders can do differently, and why the physical office may still hold unique and irreplaceable value. Welcome, Ranya.

01:50 – Ranya Nehmeh (Guest)
Hi Lucy, it’s such a pleasure to be here. Thank you.

01:53 – Lucy Adams (Host)
I’ve been so looking forward to this — and the book’s coming out soon, isn’t it?

01:57 – Ranya Nehmeh (Guest)
Absolutely — 30 September, so a few more weeks.

02:01 – Lucy Adams (Host)
By the time this podcast goes out, it should already be out there. But before we get into the issues raised in your book — which, as we know, has a very controversial title these days — let’s hear a bit more about you. Can you give me a brief history of your journey to date and how you came to write a book on this topic?

02:22 – Ranya Nehmeh (Guest)
Totally, thanks so much. As you mentioned, I have over 20 years’ experience, mainly in HR. I started my career in London in a telecoms company, then moved around a bit and worked in different places before landing back in Vienna, where I was born, and working at the OPEC Fund, where I spent much of my career. I’ve held different HR roles — technical, operational and strategic — across the whole employee lifecycle. In the last two years I was in Frankfurt at the European Central Bank, also in HR, focused on talent management and leadership. I’m currently an adjunct professor at a university in Vienna, teaching leadership in the new world of work. I previously wrote The Chameleon Leader, about leadership with a focus on millennials — that was five years ago, and now everyone’s talking about Gen Z. And, as you mentioned, in two weeks In Praise of the Office will be released.

03:43 – Lucy Adams (Host)
So what made you want to write a book praising the office?

03:48 – Ranya Nehmeh (Guest)
It’s ironic — if someone had told me five years ago, I’d have said “no way”. I can’t speak for my co-author Peter, but for me it’s based on experience. When we first went fully remote in 2020, it was the first time I’d ever worked remotely and I was amazed it worked. Everything was getting done; I had flexibility and autonomy. It felt perfect.

04:23
That was when everyone was remote. Then we slowly moved into hybrid setups. Now, four or five years on, I can really see the challenges across different companies. When I spoke to Peter, we agreed the conversation had become one-sided. Very few people were examining the challenges. Even the biggest proponents of hybrid or remote must see there are issues. So we decided to tackle the narrative: what are the challenges, and can we fix them?

05:15 – Lucy Adams (Host)
I’m so looking forward to this. Let’s start with hybrid — the supposed middle ground where people work at home some of the time and in the office some of the time. It’s the model most organisations have gone with. You argue this compromise often creates the worst of both worlds. Can you elaborate?

06:00 – Ranya Nehmeh (Guest)
Hybrid became the preferred option for both employers and employees — the “best of both worlds”. But it’s often the messy middle because it’s difficult to manage and requires different skills. You’re asking people to come into the office without a compelling reason. You’re paying for expensive space that’s half-empty and lacks the elements that make an office valuable — collaboration, energy, culture. Employees are confused about when to be in.

06:54
Scheduling becomes a headache. Meetings are harder to coordinate. We’ve also seen “coffee badging”: people swipe in, have a coffee, chat briefly, then leave — it counts as an office day, but there’s no meaningful in-office work. Those are the surface problems. Deeper inequities show up around visibility, career progression and promotions.

07:52 – Lucy Adams (Host)
We’ll definitely get into those. On the “three days in, two days out” rules — it felt like the easiest option to avoid perceptions of unfairness, a simple one-size-fits-all standard. But it’s clumsy. People say, “I’m just doing emails — why do I have to be in? I’m more productive at home.”

08:42
Younger people in small flats may struggle at home; others have more space and prefer it. One size lacks the nuance to reflect individual choice, business needs and the type of work at any point in time. It feels heavy-handed. We’ll get into how to make hybrid work better, but first, let’s celebrate the office. What’s the most overlooked advantage of being physically there?

09:52 – Ranya Nehmeh (Guest)
One of the most powerful — and underestimated — aspects is informal, spontaneous interaction: unplanned hallway chats, quick sanity checks over coffee, impromptu brainstorming that starts with “Hey, I was thinking about this…” These moments are dismissed because they’re not easily measured, but they form the foundation of how we work. They’re how we build trust, relationships, solve problems and spark new ideas. In remote setups, these moments have to be scheduled — and that matters.

10:51 – Lucy Adams (Host)
I read that interactions within immediate teams actually went up during the pandemic — I saw it in my own fully remote team at Disruptive HR. Zoom made it easier to meet. But in larger organisations, cross-team interactions dropped — those “water-cooler” moments disappeared. That serendipity matters. We’ll look at what to do about it. You’ve also written about the long-term risks of weakened culture and commitment with hybrid. What signals should leaders watch for?

12:07 – Ranya Nehmeh (Guest)
Culture erosion is slow and quiet. It shows up later in the numbers — higher attrition, disengagement — which you might spot via surveys. Watch for lack of clarity about purpose, direction and priorities. If you ask five people what the team is focused on and get five answers, that’s a warning sign.

12:54
You’ll also see lower discretionary effort. Work becomes transactional. People do their tasks and nothing more; fewer ideas, less volunteering. Individual KPIs dominate and helping others declines. You shift toward an individualistic, less collaborative culture.

13:49 – Lucy Adams (Host)
Is this based on your research for the book or more anecdotal?

14:00 – Ranya Nehmeh (Guest)
In the book we reference a focus group by Peter Cappelli and Jasmine Wu with 720 people — these were major themes. It’s backed by literature as well.

14:24 – Lucy Adams (Host)
Let’s look at problem practices we’ve all experienced: hot-desking, reduced personal space; inconsistent anchor days; and poor meeting practices — the classic where one person’s on Zoom while others are in a room talking among themselves. What practical fixes can leaders put in place now?

15:35 – Ranya Nehmeh (Guest)
These issues point to hybrid without strategy — nothing intentional behind it. Practical fixes: first, design days with purpose, not presence. Don’t say “everyone in Tuesdays and Thursdays”. Ask, “What do we need to do in person that we can’t do online?” Plan anchor days around activities that thrive in proximity — onboarding, collaboration, feedback, innovation sprints.

16:25
Second, fix the meeting culture. Be clear on what requires a meeting and what doesn’t. Create meeting-free blocks — e.g., Friday afternoons. Fully remote companies like GitLab and Atlassian document meeting norms: who should attend, when to meet, when a phone call or message suffices, and participant limits. Make it intentional.

17:08 – Lucy Adams (Host)
On phone calls — I had one recently and it felt uplifting. Maybe it’s walking while talking, or less intensity without video. We’re all tired of looking at ourselves.

17:34 – Ranya Nehmeh (Guest)
Exactly. Sometimes a simple email is enough; you don’t need six people on a 30-minute call. In big organisations, meetings and participants have exploded. Cameras are off, people multitask, and then there’s a “meeting after the meeting” to brief those who weren’t paying attention. It’s wasted time and inefficient.

18:30 – Lucy Adams (Host)
You mentioned promotions and proximity bias — research shows we over-rate people we physically see. Any examples of organisations ensuring they reward and promote the right people, not just the loudest or most visible?

19:19 – Ranya Nehmeh (Guest)
It’s a major hybrid challenge. We often reward visibility, not value. Solutions: measure outcomes, not optics. It’s not who’s loudest on Zoom, but who delivers impact — tied to clear KPIs. Seek input beyond the usual voices; many firms use 360° peer feedback — Shopify and Atlassian come to mind — to balance manager bias. Also, make promotion criteria structured and transparent: who, what, why and by when.

20:48 – Lucy Adams (Host)
Building on that, I think it was EY who do a bias check before promotions — asking, “Would you feel the same if you didn’t see this person every day?” It doesn’t eliminate bias, but it helps. Thanks, Ranya.

21:23
A quick mention of our Disruptive HR Club: thousands of members who want to do things differently, with resources and live/on-demand training to help you make change. Check disruptivehr.com — links in the show notes. Back to Ranya and In Praise of the Office: you talk about two post-pandemic cultures — people hired before and after. We usually slice by generations, but this pre/post divide is fascinating. How does it play out, and what can HR do to bridge it?

22:32 – Ranya Nehmeh (Guest)
It surprised me too. Before the pandemic, teams had shared history, lived office experiences and informal networks. Those hired during or after — often onboarded remotely — had fewer touchpoints and a looser cultural connection.

22:35
This shows up subtly but significantly: newer employees feel less comfortable speaking up, asking for help or navigating politics. They often lack mentors and informal guides. They can feel disconnected from the culture. With Gen Z, loyalty patterns differ too.

23:52 – Lucy Adams (Host)
It’d be interesting to analyse surveys by tenure and join date — post vs pre-pandemic. If anyone’s doing that, let us know. What can HR do to bridge these gaps?

24:19 – Ranya Nehmeh (Guest)
Rethink onboarding as cultural integration, not a checklist. Don’t limit it to a one-week induction. Think 90 days, even six months — not constant meetings, but regular, structured interactions that create connection.

24:52 – Lucy Adams (Host)
Absolutely. Too much onboarding is policy checklists. What we want is social acceptance, feeling welcome, building connections and networks beyond the immediate team. The more progressive organisations focus on that social element — and I don’t mean parties; I mean meaningful connection.

25:28 – Ranya Nehmeh (Guest)
Pair newcomers together as a cohort, and pair them with pre-pandemic hires who can informally guide them. Create shared experiences — offsites, rituals, collaborative projects, virtual meet-ups. HR can orchestrate this.

25:58 – Lucy Adams (Host)
You used the word “intentional” — exactly. What used to happen naturally now needs deliberate design. There’s a raging debate: some CEOs say remote is a competitive disadvantage and want everyone back; others say we’ll lose talent without flexibility. Where do you land?

26:38 – Ranya Nehmeh (Guest)
First, companies born remote are different — our points don’t apply as much to them; they didn’t have to unlearn office norms. For hybrid organisations, you moved from office to remote and assumed it would fix itself. It doesn’t — you have to make it work.

27:16
Remote can be a disadvantage if it leads to cultural erosion, poor onboarding and disconnection. Rigid office mandates are equally damaging — they drive away talent and feel performative. The better question isn’t where people work, but why and how, with what clarity and consistency. Stop copying others; design ways of working that fit your values, work styles and talent needs.

28:09
There’s no one size fits all. I’m in favour of flexibility with structure, and presence with purpose. If you tell everyone to come in Tuesdays and Thursdays, then they sit on Zoom with the colleague next to them also on Zoom — that’s pointless. Presence must have purpose.

28:43 – Lucy Adams (Host)
I agree. It’s hybrid — but not the unintentional kind. Rethink the physical environment: one organisation moved from 25% collaboration space to 75%, which makes sense if the office is for activities you can’t replicate virtually.

29:47
We also need grown-up conversations instead of blanket policies. Leaders and teams should discuss what’s right for us: the work we’re doing now, new joiners, client needs — what works for the individual, team and activity right now. Some HR teams struggle with facilitating that. Our friends at Kiva didn’t issue a standard policy; they gave conversation starters so teams could decide what works for them — it went down well.

30:52
What role can HR play in rebuilding social ties, collaboration and innovation?

31:05 – Ranya Nehmeh (Guest)
I read a phrase I love: HR should be the architect of connection. Rebuild rituals — small, consistent moments that bring people together across locations: team check-ins, learning circles, informal virtual coffees. Design for collaboration, not just coordination — create cross-functional problem-solving spaces. And build psychological safety so quieter or remote voices feel empowered to contribute. In hybrid, that’s critical. Make everyone visible.

32:15 – Lucy Adams (Host)
Fantastic. For leaders who want flexibility but want to avoid hybrid’s pitfalls, what’s one change you’d advise?

32:33 – Ranya Nehmeh (Guest)
Fix your meetings. Be ruthless. Streamline them; set expectations like cameras on to reduce multitasking. Once you clear that noise, tackle deeper issues — performance management and career development — to avoid “out of sight, out of mind”.

33:24 – Lucy Adams (Host)
Make the final case: why does the office still matter? If you’re addressing a sceptical workforce who love working from home, what would you say?

33:45 – Ranya Nehmeh (Guest)
No one says, “I can’t wait to go to the office to finish my work.” They say, “I’m meeting someone for coffee,” “I’ve got a strategy session,” “I’m having lunch with a colleague.” We come in for people. That’s where trust is built, relationships form, ideas spark.

34:18
There’s a business case: those relationships create trust and loyalty. When people feel connected, they stay longer, do more and stretch further. That’s the value.

34:53 – Lucy Adams (Host)
I started out sceptical — I work from home and love it — but I hear you. “Three days in, two days out” probably isn’t the answer. We need more intentional approaches. I think it was Lynda Gratton who wrote that we went to the same place of work for about 200 years; now we’re working in varied environments — home, cafés, offices — and it will take time to get good at it. Let’s avoid blanket policies, keep flexibility and design with intent. In Praise of the Office: The Limits to Hybrid and Remote Work is out on 30 September, so by the time this goes out, it should be available. If people want to contact you, Ranya, what’s the best way?

36:20 – Ranya Nehmeh (Guest)
Connect with me on LinkedIn or drop me a line at info@ranyanehmeh.com
.

36:28 – Lucy Adams (Host)
Brilliant — I’ll make sure your LinkedIn URL and email are in the show notes. Ranya, thank you so much for joining me today. It’s been a real pleasure.

36:38 – Ranya Nehmeh (Guest)
Thank you — it was my pleasure as well.