Sustaining Employee Engagement and Wellbeing in Hybrid Work: Strategic Perspectives for HRM Professionals

As hybrid work arrangements become more established in organisations, the need for effective design and implementation strategies has grown significantly. Evidence indicates that employee wellbeing and engagement in hybrid work environments are declining and this presents a critical challenge for human resource management (HRM) professionals. This presents HRM professionals with a critical imperative of improving wellbeing, while maintaining engagement and productivity at work. This aligns closely with the United Nations’ 17 Sustainable Development Goals, particularly those that promote wellbeing and decent work. Through a systematic synthesis of 78 studies, this research investigates the key determinants of employee engagement and wellbeing in hybrid work contexts. The conceptual framework for this study is grounded in existing theoretical perspectives from the Job Demands–Resources model, Saks Frameworks and wellbeing perspective presented by Guest. The analysis identifies five critical factors that influence engagement and wellbeing outcomes in hybrid work, accompanied by evidence-based propositions for practice. These recommendations encompass: establishing well-equipped workspaces with appropriate flexibility in both location and time; developing organisational culture and leadership through enhanced communication and collaboration mechanisms; strategically allocating jobs and tasks whilst fostering effective networks and collaboration tools and implementing targeted training interventions to mitigate technostress and burnout associated with digital workloads. We advocate for future research to develop comprehensive models, frameworks and wellbeing interventions to guide HRM professionals in addressing these challenges at both the local and global levels.