Hybrid Work Isn't Broken, We're Just Doing It Wrong

As organizations continue to refine their hybrid work strategies, many leaders are still searching for the perfect balance between flexibility, collaboration, and performance. Yet despite countless return-to-office policies, workplace redesigns, and new management frameworks, many companies continue to face the same challenges.

In the latest episode of the InnPact Podcast by InnerSpace, host Jennifer Shannon sat down with Kay Sargent, Director of Thought Leadership for Interiors at HOK and author of Designing Neuro Inclusive Workplaces, to discuss what organizations are getting right and wrong about workplace strategy today.

One of the biggest misconceptions, according to Kay, is that hybrid work itself is the problem. In reality, most organizations struggle because they focus on policy before purpose.

Too often, companies adopt a workplace model because another organization is doing it, rather than starting with a clear understanding of what they want employees to accomplish when they're together.

When workplace decisions are driven by purpose rather than trends, organizations can create environments that support the behaviours they value most—whether that's collaboration, mentorship, innovation, or focused individual work.

However, even the best-designed workplace cannot solve every challenge.

Throughout the conversation, Kay emphasized that many organizations are expecting physical space to fix issues that have little to do with real estate. Poor communication, unclear expectations, and ineffective management often create far bigger barriers to performance than workplace design ever could.

As companies continue investing in workplace experience, this distinction becomes increasingly important. The office should support culture, but it cannot replace leadership. Creating successful workplace experiences requires alignment between people, process, technology, and space.

The conversation also explored the growing importance of neuro-inclusive workplace design. While many organizations think of neurodiversity as a specialized workplace consideration, Kay argues that the principles behind neuroinclusive design benefit everyone.

Factors such as sound, lighting, temperature, visual distractions, and access to different work settings affect every employee's ability to focus and perform. What may be a minor distraction for one person can be a significant barrier for another.

Rather than designing for an "average employee," organizations should focus on creating a variety of spaces that support different types of work and different employee needs. Choice, flexibility, and control often have a greater impact on workplace experience than amenities alone.

As organizations collect more workplace data through sensors, occupancy tracking, and utilization reports, Kay also challenged leaders to think more critically about what their data is actually telling them.

Occupancy data can show whether people are present, but it rarely explains why they use certain spaces, avoid others, or develop particular workplace habits. Understanding workplace performance requires looking beyond metrics and examining the human behaviors behind them.

The discussion ultimately reinforces an important reality for workplace leaders: the future of work isn't about forcing employees into a particular model. It's about creating environments that align with organizational goals while supporting the diverse ways people think, work, and collaborate.

The organizations that succeed won't necessarily have the most amenities or the strictest attendance policies. They'll be the ones who understand their people, measure what matters, and design workplaces that help employees do their best work.

You can listen to the full conversation on the podcast here.