Managing hybrid workers and teams in the public sector: from management by results to purposeful management

Purpose Hybrid working has become “business as usual” in Australian public service (APS) organisations, however, limited guidance exists for managers in this sector. This paper aims to identify the management capabilities currently being used and those required for effective management of public sector hybrid workers. Design/methodology/approach The research is based on the APS as a case study. The research team collected data from 20 focus groups and interviews with 83 managers and supervisors in the APS to answer: What capabilities are public sector managers using to manage hybrid working teams? What additional capabilities are needed? Findings Participants demonstrated capabilities to effectively manage hybrid workers and teams in the areas of communications and managing for outcomes. However, capability was lacking in career development and skill-building support and making conscious decisions around where work was best performed. Further, findings show that a more purposeful management approach enables more effective management by results. Practical implications Our research highlights two important gaps in managerial capability, which we recommend be included in public sector capability frameworks and management development programs. These are the capabilities to prioritise conscious decisions on work locations and to provide purposeful support for career and skill development regardless of work location. Originality/value This study makes an original contribution by developing, defining and applying the concept of purposeful management. This concept expands the conceptualisation of effective management in hybrid workplaces by combining insights from the theoretical foundations of evidence-based management and management by results.