The rise of remote work has shifted the dynamics of many workplaces, leading to the emergence of hybrid teams that consist of employees working both remotely and in-office. While this flexibility offers various benefits, it can also create tensions or misunderstandings between remote and in-office workers. Potential conflicts might arise due to perceived disparities in communication, workload or access to resources. Given the evolving nature of work, especially in today’s digitally connected world, handling disputes in hybrid settings requires a thoughtful approach. Below are some effective strategies for successfully mediating conflicts between remote and in-office employees.
Understanding the Root Causes of Conflict
Effective conflict resolution begins with understanding the underlying causes. In hybrid teams, these causes often stem from the distance, both physical and metaphorical, between remote and in-office employees. When someone is working from home, they might feel isolated, excluded, or unseen. Conversely, office-based employees may worry that their remote counterparts are benefiting from more flexibility while contributing less.
One of the most prevalent triggers of conflict is communication breakdown. Remote workers might feel left out of important conversations that happen informally in the office. An in-office worker may walk over to a colleague for a quick chat, for example, and important discussions or decisions could unfold that are not formally conveyed to remote team members. This situation can lead remote employees to feel that they are “out of the loop”, ultimately creating mistrust.
In addition to communication, disparities in workload can be a bone of contention. If work assignments are perceived to be uneven, or if remote employees feel they’re being overlooked for certain projects, tensions can surface. On the flip side, office-based workers may feel burdened by being assigned additional tasks simply because they are on-site.
Resource inequality can also fuel conflict. Remote workers might lack the technological support or tools found in the office, while in-office workers may benefit from networking opportunities, office amenities, or regular leadership visibility. Both groups may feel that each is offered advantages the other isn’t privy to, which can generate resentment unless addressed strategically.
Fostering Transparency in Communication
The importance of clear, concise communication cannot be overstated in hybrid teams. Creating a culture where regular and transparent communication is the norm is one of the most effective ways to mitigate conflict. Leadership should implement consistent communication protocols that apply equally to both remote and in-office workers. This could include regular video meetings, messaging platforms, and email updates to ensure that no one feels left out or under-informed.
Establish clear modes of communication that work for everyone. Turning to synchronous methods like video calls or chat may be essential for making remote employees feel part of informal discussions. Conversely, introducing asynchronous tools like shared document editors or team wikis can ensure both groups of employees can access full information without needing to be available in real-time.
Assign responsibility for updating and maintaining communication protocols to a dedicated manager or lead, and make sure every team member is on the same page. Giving attention to both verbal and non-verbal modes of communication is key. In an office, non-verbal cues such as body language or tone of voice play an essential role in the flow of conversation. Remote employees may rely on limited forms of communication like text chat or email — which removes the added context of physical presence. Address this gap proactively to prevent misinterpretations.
Ensuring that critical decisions and key points are sent out to the whole team in written form, whether through formal meeting notes or follow-up emails, allows everyone — whether they were physically present or not — to understand and engage with the outcomes. This uniformity helps break down perceived inequalities between the two groups.
Setting Clear Expectations and Policies
For hybrid teams to work seamlessly, clearly defined policies and expectations must be established that outline what productivity looks like in both remote and on-site settings. It’s important that any team, regardless of having multiple working arrangements, has a shared understanding of objectives, deadlines, and responsibilities.
Establish measurable criteria for productivity that work for both remote and in-office scenarios, ensuring these metrics are objective rather than subjective. This helps reduce the risk of one group feeling they are being judged unfairly against the standards of another. For instance, while an in-office employee might be expected to adhere to specific working hours, a remote employee’s productivity might be evaluated on the successful delivery of outputs, rather than the traditional schedule.
Standardise how performance is measured across teams, placing the focus on outcomes rather than input. It’s critical that any formal reviews, feedback sessions, or evaluations are conducted transparently, with leadership explaining how tasks are assessed in a hybrid work model.
Another useful step is to establish ground rules for hybrid meetings. Ensure that remote employees aren’t relegated to mere spectators during these sessions while in-office employees dominate the conversation. Having practices in place, such as formalising speaking turns or assigning a facilitator, can help encourage equal participation.
Lastly, ensure company policies around tools, technologies, and workplace arrangements are consistent. For instance, offer ergonomic home office equipment or IT support to both groups, ensuring neither feels disadvantaged. Equal access to resources guarantees a level playing field, reducing friction between the different working modes.
Cultivating a Unified Team Culture
Building a team culture that bridges the gap between remote and in-office employees is vital. All employees need to feel they are part of the same team, rather than operating in silos where divide and difference creep in. A sense of shared purpose and belonging goes a long way in diffusing conflicts before they emerge.
Organise team-building exercises that both remote and office workers can actively participate in. Virtual team-building games, quizzes, or regular “coffee catch-up” sessions by video can help remote employees feel connected to the group’s social fabric. Team-building exercises in hybrid settings should avoid being overly spatialised — focus on what brings everyone together rather than reinforcing divides.
Create spaces where both remote and in-office employees can have informal interactions outside work-related discussions. Online water-cooler chats or dedicated channels on communication platforms help foster a sense of camaraderie. These “virtual break rooms” can serve as a means for team members to build relationships, share ideas, and create personal connections regardless of geographic location.
Leaders should play an active role in setting the right tone. The principles of inclusivity, trust, and respect need to be practiced at all layers of an organisation. Team members are more likely to model these values if they see them exemplified by leadership. Encourage open dialogue, and promote the idea that every team member’s perspective is valid, regardless of where they work from.
Addressing Differences in Work Schedules
Hybrid teams often deal with not only physical but also temporal differences, particularly if remote employees are spread across different time zones or countries. A lack of synchronisation in schedules can lead to frustration. Office-based workers may feel remote employees aren’t available when needed, while remote workers might feel pressured into being “always on” to fit within traditional office hours.
Develop flexible meeting schedules that accommodate everyone’s time zone without excluding anyone. If team members are spread across vastly different regions, consider rotating meeting times to ensure no one is consistently disadvantaged. Additionally, tools like meeting planners that display overlapping working hours across time zones can help organise communication more effectively.
Leaders should also ensure that there’s transparency about how vacation days, sick leave, and flexible hours are managed for both groups. Employees may harbour resentment if they feel one group has undue privileges over the other around how time is used. Setting clear expectations and routinely encouraging team members to respect each other’s boundaries is essential to minimise potential conflict.
Encouraging Empathy and Active Listening
At the core of all conflict resolution efforts lies empathy. Remote and in-office team dynamics may differ, but each group has its own set of challenges. Encouraging empathy and understanding between the two groups can do wonders to bridge any perceived or real gaps.
Developing a practice of active listening, where each party is encouraged to listen without judgment to their colleagues’ concerns, will open channels of communication that might have previously been blocked. Managers and leaders of hybrid teams should encourage each group to openly share their experiences. Let employees discuss what about their working arrangement works, and what proves challenging. Sometimes, simply hearing that colleagues are struggling with their own set of issues — whether remote or in-office — helps reduce friction.
Empathy can also be fostered through job-swapping or paired working sessions where remote and in-office workers take turns understanding each other’s workflows. With greater insight into each other’s roles, team members are less likely to assign blame for misunderstandings or delays.
Remote and in-office employees ultimately want the same thing: recognition, respect, and the chance to do their best work. When conflict arises, it’s important not to villainise either group, but rather address the structure itself that may be creating these tensions. In mediating these disputes, leadership’s goal should be fostering communication, understanding, and inclusivity — ensuring no one feels left out or unfairly treated, regardless of where they work. It’s by resolving these conflicts that hybrid teams can truly achieve their fullest potential.
