Supporting Work-Life Balance in Hybrid Teams to Prevent Burnout

Where the hybrid work model finally allowed flexibility to employees by combining remote work with in-office days, it also meant many workers found it hard to disconnect when working from home. In this article, we shall look at how HR can support work-life balance for your hybrid teams, outline key strategies on how to set boundaries, and discuss available resources for mental health and well-being. We will also present some theoretical views on work-life balance, a case study showing the support system in place, and give some practical examples important from an HR point of view.

Potential Risks of Burnout for Hybrid Workers

Hybrid jobs certainly grant flexibility, but it also opens the door to unique burnout risks-in particular, difficulties in disconnecting from work. Where, when working from home, the boundary that existed in the home-a place of personal life between personal and professional life-is somehow dissolved, overworking some workers. For hybrid workers, this may be due to an inability to differentiate between the end of the workday, except with some sort of clear separation.

• Isolation and Reduced Support

Working from home could engender feelings of isolation, particularly for those employees who lack in-person interaction. Not being able to connect heightens stress and diminishes well-being.

• Greater Expectations and Heavier Workload

Where the flexibility is there, the expectations of workload also go up. Employees feel that they would be called upon anytime outside of conventional hours of work. Hybrid teams are very likely to face expectations of this "always-on" state that could lead to burnout.

Case Study: Buffer's Approach to Work-Life Balance in a Hybrid Team 

Buffer is a social media management company that has a fully distributed team across different time zones that use hybrid approaches to work-life balance. Buffer furthers the philosophy of balance in,

• Flexibility in Schedules 

It allows employees to create their work schedule, and that helps balance the demands of work with personal needs and reduces burnout. For instance, if one needs to take a break during traditional working hours, they should be encouraged to do so without feelings of guilt or failures.

• Wellness Stipends

From gym memberships to mental health therapy, Buffer extends an annual stipend for health and wellness to all its employees. The support helps lower financial stress associated with wellness activities and allows employees to invest in their well-being.

• Regular Mental Health Days 

Understanding the importance of rest, Buffer brought in "mental health days"-once-a-month days when the whole company goes off. It keeps the overall community well and ensures that people don't have to feel any guilt when taking rest.

The example by Buffer is indicative of supportive, flexible work culture that helps boost employee morale and well-being. These kinds of initiatives keep pointing back to human resources as a priority in terms of resources and flexibility to avoid burnout in hybrid work environments.

Strategies to Maintain Work-Life Balance in HR for Hybrid Teams

1. Set Clear Expectations and Boundaries

The human resource department should work with the leaders to set clear expectations on issues like availability, communication, and working hours. It is guidelines such as these that help employees avoid the "always-on" mentality:

• Define Work Hours and Offline Hours

Engage employees in defining their work hours and communicating them, thereby allowing them to "switch off" without the pressure of having to stay connected. Tools like Slack offer a "do not disturb" mode that ensures this boundary is kept intact by silencing the notifications after hours.

• Encourage Designated Workspace at Home

A dedicated workspace, even in a small home setup, helps create a psychological distinction between work and personal life. This will also help reinforce physical boundaries to avoid overwork (Ashforth, Kreiner & Fugate, 2000).

2. Resources and Training in Mental Health

The HR departments will provide resources and training in how to manage stress and mental health. These may include:

• Counseling Services

Access to counseling services or other forms of therapy can be greatly significant and may be provided as part of an employee assistance program. Having regular access to a counselor provides staff with an opportunity to discuss their issues without stress or anxiety.

• Mindfulness and Meditation Resources

Availability of apps like Calm or Headspace to make guided mindfulness sessions easily accessible can help them relax and transition from work mode into personal time.

3. Encourage Regular Breaks and Time Off

Burnout risk increases when employees skip breaks or avoid taking vacations. HR can support this in ways such as:

• Mandatory Break Policy

Regular breaks make employees more productive and less fatigued, particularly among remote workers. Implement policies mandating regular breaks every few hours to refresh and re-energize.

• Regular Company-Wide Mental Health Days

Companies, like Buffer, create "mental health days" on a regular basis. These collective rest days reduce burnout and let employees feel supported in their needs to take care of well-being.

4. Encourage Social Connection and Team Building

In hybrid teams, creating opportunities for connection is very important to avoid any feelings of isolation. HR can promote such connection by:

• Virtual Social Events

These include team lunches, virtual coffee breaks, or even online games that help them get to know each other and build on team camaraderie. Events can be scheduled in common hours to facilitate participation.

• Buddy or Mentor Systems

These are helpful in pairing new recruits or virtual workers with a buddy or mentor, hence creating support networks and helping them settle into the culture of the organisation.

Flexible Work Policies for a Tech Start-Up

Consider a hybrid team technology start-up, dispersed between the U.S. and Europe. The HR team implemented several strategies that supported employees' work-life balance

• Flexible Schedules

Employees can select their working hours within windows of core availability. The flexibility in flexible hours allows employees to handle personal errands during working hours if needed, decreasing stress and striving for balance.

• Quarterly Wellness Allowances

The company's quarterly wellness stipends to carve out time for fitness classes or meditation apps nurture physical and mental health. This benefit helps eliminate financial barriers to wellness activities and encourages employees to take good care of themselves.

• Friday Afternoon Off

This policy allows the company to close earlier on Fridays, so they don't get burnt out for the weekend. The policy allows employees not to feel burdened as the week comes to a close and encourages them to take extra time in care for rest and family.

This is a classic example of how HR would put in policies that would attend to the best interests of the employees in a hybrid setup, allowing them to set boundaries and avoid burnout.

Allowing balance between work and personal life on the hybrid team will prevent burnout. Human resources can foster wellness and balance for hybrid employees through such activities as setting boundaries, availability of means for mental health access, break time, and social connectivity. The aftermath would ensure a better culture, productivity, and better performance in both personal and professional life.

References

Ashforth, B.E., Kreiner, G.E. & Fugate, M. (2000). All in a day's work: Boundaries and micro role transitions. Academy of Management Review, 25(3), pp. 472–491.

Bakker, A.B. & Demerouti, E. (2007). The Job Demands‐Resources model: State of the art. Journal of Managerial Psychology, 22(3), pp. 309–328.

Buffer (2023). Remote Work and Well-Being at Buffer. Available at: https://buffer.com/culture/remote-work (Accessed: 5 November 2024).

Hobfoll, S.E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44(3), pp. 513–524.