Focus on hybrid work:

Hybrid work has long been more than just a short-term trend – it has become a decisive competitive factor. Companies that strategically establish flexible working models benefit from greater employer attractiveness, more efficient processes and more satisfied employees. At the same time, the mix of on-site and remote work brings new challenges: from cultural development and leadership to technical infrastructure.

For hybrid working models to function in the long term, a human resources strategy is needed that enables flexibility, provides guidance and creates organisational stability.

What is a hybrid working model?

A hybrid working model combines working in the office and working at an external location – typically in a home office or on the move. The exact proportion varies depending on the company, team or individual agreement.

The aim is to leverage both the advantages of on-site collaboration and the efficiency and freedom of decentralised working. However, the model only works if roles, responsibilities and processes are clearly defined.

1. Strengthening corporate culture at a distance

When teams meet less frequently in person, culture must be consciously shaped. Challenges arise when information flows break down, a sense of belonging declines or unequal conditions arise for remote and office-based employees.

HR should therefore pay attention to the following elements:

• Transparent communication

• Shared rituals and digital meeting formats

• Clear guidelines for collaboration and availability

• Regular feedback loops

2. Rethinking leadership: trust, clarity, digital competence

Hybrid teams only work with leaders who:

• Evaluate results rather than presence

• create transparency

• are proficient in virtual communication

• involve remote teams in the same way as on-site employees

Many companies supplement internal training with external support – for example, by recruiting international specialists who are already accustomed to hybrid collaboration. Specialised recruiting services can be used to find suitable profiles at home and abroad.

3. Infrastructure & compliance: The basis for productive work

Hybrid work requires a stable foundation of technology, data security and clear processes. This includes:

• Modern collaboration tools

• Secure remote access

• Digitised HR processes

• Uniform rules for working hours, data protection and communication

Companies that integrate international teams into hybrid models also need compliance security. This is where an Employer of Record (EOR) model offers decisive advantages: the service provider takes on labour law, tax and administrative obligations, while the company retains operational management.

What does hybrid work mean for a modern HR strategy?

1. Redefining role profiles and competencies

Hybrid working models are changing tasks, responsibilities and requirements. A modern HR strategy should therefore clearly define which skills will be key in the future and how teams can be strengthened for hybrid collaboration.

Important levers include:

• updated role profiles that reflect hybrid working realities

• digital skills such as collaboration tools, process digitalisation and data literacy

• greater self-organisation to efficiently coordinate distributed work

• clear standards for virtual collaboration and communication

• Leadership skills that promote trust, orientation and team cohesion at a distance

2. Redesigning talent retention and employee experience

Hybrid work is not only changing where people work, but above all how employees experience their relationship with the company. A modern HR strategy must therefore focus more strongly on meaning, belonging and development.

Important levers are:

• Consistent onboarding that works remotely and on site

• Clear learning and development paths, even for employees who work predominantly remotely

• Regular touchpoints to keep an eye on motivation, engagement and stress levels

• A hybrid feedback and recognition culture that includes all employees

3. Digitise processes to reduce complexity

Decentralised work naturally generates more coordination. Digital HR processes reduce this complexity – for example, through online onboarding, automated document management or AI-based communication.

Companies looking to reduce their workload rely on services such as:

• digital communication solutions and translation AI

• automated workflows

• remote-enabled support teams

This keeps the organisation efficient, even when employees are spread across the globe.

How HR service providers strategically support hybrid work

HR service providers become important partners in hybrid models – not as a replacement, but as a complement to internal HR teams.

They provide support by:

• quickly providing skilled workers (nationally and internationally)

• building talent pools for hybrid roles

• Relieving the burden on HR teams on a project-by-project basis

• Employing international employees in a legally compliant manner via EOR

• Facilitating hybrid communication with digital solutions such as LLM

• Handling relocation and migration issues for international talent

This creates a personnel strategy that is flexible, resilient and globally compatible.

Conclusion: Hybrid work is an opportunity – if the personnel strategy grows with it

Whether temporary work or permanent employment is the better choice always depends on the individual Hybrid working models are changing the way companies manage, organise and collaborate. Investing now in culture, leadership, technology and flexible personnel structures not only strengthens your own competitiveness, but also creates a working environment that retains skilled workers in the long term.

Would you like to further develop your hybrid HR strategy? Then get in touch for a no-obligation consultation.

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