Rethinking Wellbeing in a Hybrid World
Workplaces are disconnecting, and it’s showing up in how well people feel, both mentally and physically. For leaders, this matters because if people don’t feel well, they can’t do their best work and are unlikely to stay as long-term, engaged members of the team.
Physical disconnection
The increase in homeworking means many people move less through the day. There’s no commute, no walking between meeting rooms, no chatting on the way to lunch. Instead, we see people sitting for hours at kitchen tables or sofas. Research shows home workers sit for around 335 minutes a day, compared to 225 minutes for office workers (PMC, 2023).
Mental overload
When home and work happen in the same place, it’s also hard to switch off. We answer messages late at night because our laptops are always nearby. Screen time increases, and the small moments that help us reset – chats, laughter and shared breaks – are fewer. Over time, this constant connection to work erodes recovery, focus and motivation, leaving people feeling switched on but emotionally flat.
Human disconnection
Beyond the physical and mental impact lies a deeper issue: people not feeling seen, heard, valued or trusted. Remote communication becomes more transactional, human moments fade, trust declines, feelings of isolation increase and teamwork suffers. According to. PwC’s 2024 Trust Survey, 40% of employees don’t think their leaders trust them, and CIPD’s 2025 Good Work Index found more than a third of UK adults sometimes, often or always feel lonely at work.
The temptation to return to the office
For many leaders, the natural response is to pull people back together physically. But while the temptation to “return to the office” is strong, the benefits of hybrid working are stronger – and that means the real solution to wellbeing isn’t where we work, but how we work.
It’s about intentionally prioritising human connection in everyday interactions, so that we can maintain trust, connection and combat the rise of isolation. This could look like:
- Running meetings that make everyone feel included
- Thanking people properly for what they do and bring
- Encouraging movement breaks during and between meetings
- Making sure everyone feels safe to ask for help
- Leaders showing personal vulnerability
- Noticing when stress is shifting team dynamics
These aren’t “nice-to-haves.” They’re the kind of everyday behaviours that ensure your people see, hear, value and trust each other. And they only happen when leaders intentionally prioritise connection and understand the link between connection, wellbeing and productivity.
