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| 2 minutes read

Reflections on Hybrid Working



I was invited recently by our Global Property Consultant, Jones Lang LaSalle (JLL) together with our industry leaders to talk about the interesting topic nowadays, Flexible Working. It was an interesting panel discussion that focused on best practice sharing and business considerations based on the pulse of the people and the evolving demands of our clients.

Panel speakers shared their experiences on how behavior has shifted coming out of the pandemic and what each organization had to implement to adjust and support these changing needs. Whilst we assume that we are now operating on a BAU mode, we must be cognizant of what is good for our people and the clients that we serve.

There is no one-size-fits-all solution when implementing a hybrid set-up. The use of office space should provide collaborative spaces that foster continued learning, a stronger sense of community and belonging. Working from home is not just about being able to get the job done and having that sense of flexibility when and where we choose to work but having a sense of fulfilment and pride that as employees, we remain to be an integral part of a company’s culture.

Interaction through the screen or even when it through done face-to-face meetings generate different outcomes. We can still be productive and perform our tasks by staying virtual. But often, it is the human and personal interaction that becomes de-prioritized in lieu of being flexible. But can we stay engaged with reduced face-to-face socialization? Is it sustainable?

Engagement is not about being in the office and participating in team activities. It is about what motivates a person to perform well and start with understanding what sustains employee satisfaction. But how do we balance driving engagement with onsite initiatives and keeping meaningful connections regardless of where we work?

Gone are the days when it is acceptable to embrace what skills we currently have. The business is ever evolving, our mindsets should be forward-thinking and open to keep up with the changing times. This type of growth mindset thrives when we encourage continued learning. While online training remains accessible, surely, learning together with other colleagues through workshops, role-plays, face-to-face and in-classroom trainings also offers a different impact. To re-skill and to upskill enables our teams to increase their confidence in facing challenges head-on. Paired with the support of line managers who partner with our teams has grown more essential in making hybrid working to succeed.

What is great about how AMS drives the new ways of working is that it continues to promote the meaningful connection and achieving the balance of what is right for our employees and our clients. We do what we think is best, whenever and wherever we are working.


ams, future of work, flexible working, wellbeing, employee enagagement