3 minute read 20 Jun 2021
Hybrid work model

Hybrid 2.0 - The next-gen work model is here to stay

By Neha Sharma

EY India People Advisory Services Partner

With 15+ years of experience in HR domain in diverse geographies and sectors, she leads talent, leadership development and people analytics portfolio within the People Advisory Services in EY India.

3 minute read 20 Jun 2021

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  • Hybrid 2.0 - The next-gen work model is here to stay

Future focused e-commerce organizations are taking a lead in strategically designing a sustainable hybrid work model.

Organizations have successfully adopted remote work models to ensure business continuity in unprecedented times. As we strive towards a new equilibrium, stabilizing after the second wave of the pandemic, there is an opportunity to fundamentally reimagine our workforce and workplace strategies.

Future focused e-commerce organizations are taking a lead in deliberately designing a sustainable hybrid work model that will enable them to optimize their service delivery, expand customer reach and overhaul their existing talent landscape, in expected and unexpected scenarios, thereby adding to their competitive edge.

Our report, Hybrid 2.0 The next-gen work model is here to stay, endeavors to uncover workforce trends in the e-commerce industry, encourage strategic thought and shape future discourse on key people priorities, enabling organizations to consciously build the workplace of the future.

The insights in this report are derived from in-depth interviews with Chief Executive Officers (CEOs), Human Resources (HR) Heads/Chief Human Resource Officers (CHROs) and Public Relations (PR) Heads of participating organizations and EY’s research and knowledge base of industry trends and practices. Participants in this study are fast-growing, impact-generating e-commerce players across industry sub segments such as EdTech, hyper local, insurance-tech, travel & hospitality, eB2B, FinTech and eB2C.

Through the comprehensive perspective on workforce strategies and practices shared through this study, we aim to further the people agenda across the sector and fuel the industry’s growth trajectory.

Hybrid 2.0 work models

The next great disruption is hybrid work

Adopting a hybrid working model 2021 is the natural choice going forward; however, it is not an easy transition to ensure seamless coexistence of different types of employees. Organizations will need to go digital and transform for growth on the new S curve. Future—focused planning must place humans at the center, technology at speed and innovation at scale as the central values of transformation. Companies already operating with these value drivers are proving more resilient and will adapt even faster to the hybrid working culture, in the new equilibrium and beyond.

The needs of people, employees and customers have been and continue to be dramatically reshaped by the pandemic. The e-commerce industry is riding the wave of change, transforming itself to retain competitiveness in the new world order.

This creates a pivotal opportunity for leaders to reimagine the organizational landscape, along the key levers of workplace, culture and people practices, and define the future of work. While the eventual design of each hybrid model will be different, based on the business’s unique context, it is critical to fully understand, thoroughly deliberate and carefully conceive each of the contributing factors that lead to a supportive workplace, enabling culture and sustainable people practices. 

There is no ‘one-size-fits-all approach’ for bringing employees back to work. Companies are testing which strategy fits best for their business, culture, and long—term success. There is substantial value to be unlocked via the right hybrid workforce model.
Neha Sharma
EY India People Advisory Services Partner

The uncertain pace and inconsistent needs of the external and internal environment demands direct action and close involvement of the top leadership and subsequently, their next—in—lines. The leadership needs to listen (gather data on workforce, business and environment), align (agree on the future blueprint) and act (lead and measure enterprise—wide change). This exercise needs to be carried out in iterative cycles to continuously sharpen their hybrid workforce models, in order to ensure that it yields the desired results on business and people related fronts.

Hybrid working model

Summary

A successful hybrid working model is the need of the hour as employers and employees have been experiencing never—seen—before disruptions in the world of work over the past year and a half. Most organizations are experimenting with initiatives and strategies to perfect this new future workforce model. However, in many cases they are disjointed, point—in—time, reactionary efforts which may not lead to a holistic, proactive and forward—looking solution.

About this article

By Neha Sharma

EY India People Advisory Services Partner

With 15+ years of experience in HR domain in diverse geographies and sectors, she leads talent, leadership development and people analytics portfolio within the People Advisory Services in EY India.