The debate around hybrid work and the return to office continues to dominate boardrooms. Many corporates are mandating more in-office days, citing culture, collaboration, and performance. Yet the evidence suggests a different story: the organisations doing hybrid well are those treating it not as a compliance exercise but as a strategic lever for talent, culture, and performance.

Who Is Doing Hybrid Well?

Last week, I had the opportunity to visit LinkedIn’s Sydney office. What stood out was not just that they have a hybrid model, but how intentional they are about shaping the in-office experience.

Every element is designed to reinforce connection:

• Rooms named with purpose to inspire belonging

• Walls covered in imagery that reflects culture and values

• Communal eating spaces that encourage teams to gather

• Play zones and wellbeing areas that remind employees to pause and recharge

• An onsite gym with instructors—yes, impressive, but more importantly, a signal that wellbeing is encouraged and supported

It’s not about providing the “latest and greatest” perks. It’s about creating an environment where in-person time is meaningful, where people are given both the permission and the structures to connect, collaborate, and thrive.

This reflects a broader trend. EY’s Future Workplace Index found 99% of companies now encourage or mandate hybrid work, while PwC’s Global Workforce Survey reported 83% of employees believe hybrid working helps them perform at their best. The market is clear: flexibility, when delivered with intention, drives engagement and retention.

 

 

Why This Matters for Startups and Scale-Ups

For high-growth businesses, the stakes are even higher. In a competitive labour market, culture is your differentiator. When flexibility and connection are designed into your employee experience, you attract and retain talent that might otherwise be drawn to larger, better-resourced competitors.

Markets will always shift. Right now, employers may hold more influence—but when the pendulum swings back to an employee-driven market, those who invested early in intentional hybrid strategies will be the winners.

Failing to design meaningful, values-aligned hybrid work leaves the door open for competitors to offer something better—and take your top performers with them.

Practical Tips for Startups Without Big Budgets

You don’t need LinkedIn’s resources to compete. What matters most is intentionality—making office time purposeful. Here are practical, low-cost ways to design hybrid work:

1. Anchor Days with Purpose
Set one or two in-office days for activities that add value: workshops, retrospectives, strategy alignment, or cultural rituals. Save deep focus work for remote days.

2. Connection Rituals
Swap catered lunches for budget-friendly alternatives: Friday coffee runs, rotating “bring and share” lunches, or short in-person celebrations of team wins.

3. Wellbeing Through Simplicity
No onsite gym? No problem. Run walking meetings, schedule 10-minute stretch breaks, or partner with local gyms for discounted passes. The message—that wellbeing matters—is what counts.

4. Culture Through Space
Even small offices can signal culture: whiteboards for idea-sharing, recognition boards, or a shared team playlist. These touches create energy and belonging.

5. Continuous Listening
Use pulse surveys after anchor days to check in on what worked and what didn’t. Adapting quickly shows responsiveness and builds trust.

The Strategic Imperative

Startups and scale-ups cannot afford to be reactive. Always be ahead of the curve. Employees notice when leadership is proactive about flexibility, connection, and wellbeing. Those who fail to adapt create opportunities for others to attract and retain their best talent.

The future of work isn’t about choosing between “hybrid” or “back to office.” It’s about intentionality:

• Designing office time that reflects your culture

• Creating connection without overspending

• Scaling practices that support both performance and wellbeing

The organisations that get this right will not only retain people through current market cycles, but also position themselves to win when the balance inevitably shifts back to employees.