{"id":2284,"date":"2025-01-21T19:50:29","date_gmt":"2025-01-21T19:50:29","guid":{"rendered":"https:\/\/digital.dh-design.co.uk\/centrum-spring-2025\/?page_id=2284"},"modified":"2025-03-28T10:05:59","modified_gmt":"2025-03-28T10:05:59","slug":"insights-article-1","status":"publish","type":"page","link":"https:\/\/digital.dh-design.co.uk\/centrum-spring-2025\/insights-article-1\/","title":{"rendered":"Insights Article 1"},"content":{"rendered":"\t\t
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Navigating promotions in a hybrid world<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\u201cThe question of whether to work from home or in the office is something I’ve thought about a lot, especially when it comes to career progression,\u201d says Howard Kennedy\u2019s Lauren Hoffman, adding agile working doesn\u2019t need to be a barrier to personal growth.<\/h2>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Lauren Hoffman,<\/strong>
Senior Business Development Manager,<\/em>
Howard Kennedy LLP<\/b><\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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lauren.hoffman@howardkennedy.com<\/span><\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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I am lucky to work in an environment committed to a culture where the focus is on the work we do rather than where we do it. While some employers have emphasised the importance of being physically present, I’ve found it’s possible to balance flexibility and visibility in a way that works for both employees and businesses. I wanted to share my experience of agile working and why I believe it doesn’t need to be a barrier to professional growth.

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Finding a balance<\/h5>

Several companies have recently made announcements requiring their people to return to the office. Big names like Amazon and Dell have made headlines by mandating more in-office time, arguing collaboration and innovation happen best when people are physically together . IBM\u2019s CEO, Arvind Krishna, suggested promotions might be tougher to achieve if you’re not seen in the office regularly .<\/p>

This is an ongoing debate in the professional services world. Several law firms have encouraged their people back into the office. For example, the media reported Clifford Chance requires its UK staff to work from the office at least 50% of the time over a two-week period and Sidley Austin has moved to a four-day week .<\/p>

Academic studies reflect the approach of some businesses and have shown agile working can harm career progression. Recent research conducted by the University of Warsaw showed that, in the UK, people who work from home are less likely to get pay rises and promotions than their solely office-based colleagues. This was reinforced by employment-data provider Live Data Technologies, whose analysis of two million white collar workers showed that – over the past year – remote workers were promoted 31% less frequently than those who worked in an office, either full-time or on a hybrid basis.<\/p>

While this data highlights the challenges of visibility, my own experience suggests agile working, when approached with intention, can lead to success. I’ve been working in an agile model for some time now.<\/p>

This focuses on balancing the needs of teams and colleagues, with my personal needs and commitments. It typically results in me spending two days a week in the office and three at home. However, I am nimble and can adjust plans in accordance with work demands and may find myself in more days one week and less the next. I was recently promoted while working in this pattern.<\/p>

For me, the key has been making the most of my time, whether I’m at my desk at home or in the office. I find my home office is great for focused, deep work, while the time I spend in the office is ideal for catching up with colleagues, brainstorming ideas, and strengthening relationships. It feels like the best of both worlds.

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The benefits of hybrid work<\/h5>

One of the things I’ve noticed about working from home is how much more productive I can be when I’m not spending hours commuting. Living in Suffolk and commuting to London is a big-time commitment, so being able to work remotely a few days a week has been a game-changer for me. I’ve found I’m more focused and get through tasks faster when I’m in my quiet home office.<\/p>

That said, I really value the days I spend in the office. We plan and coordinate work schedules as a team to maximise collaboration. There’s something about chatting with colleagues in person, grabbing a coffee together, or brainstorming face-to-face that feels harder to replicate online.<\/p>

I’ve also realised that, as someone who’s more introverted, I need to push myself a bit on those office days to make the most of the chance to connect with others. It’s about finding what works for you.<\/p>

This balance is supported by data. McKinsey’s Future of Work report highlighted up to 70% of office work can be done remotely without sacrificing effectiveness . This flexibility allows professionals to deliver high-quality work while tailoring their schedules to personal and professional needs.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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“Being in the office offers valuable learning opportunities. At the same time, it’s entirely possible to develop skills while working in an agile way. We\u2019re ultimately responsible for our own learning and career development, so it’s essential to work in a way that allows us to take advantage of those opportunities.”<\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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The challenge of visibility<\/h5>

One of the biggest challenges with agile and remote working is visibility – or a lack of it. Studies have shown remote workers are promoted less frequently than in-office colleagues, which highlights how \u201cface time\u201d can still hold sway in decision-making in some organisations. During the pandemic, businesses proved many roles can be performed effectively from home, but the question of how promotions are decided has sparked an important conversation about fairness.<\/p>

I feel privileged to work in an environment where the focus is on productivity and the outcomes of work. I have focused on balancing working flexibly without compromising on collaboration, learning, relationships and client service\/delivery. I\u2019ve found staying visible while working remotely requires a different approach.<\/p>

As with any work you do, it\u2019s not just about doing a good job – it\u2019s about making sure your contributions are seen and valued. Open, transparent and frequent communication has been essential.<\/p>

Whether it\u2019s sharing progress updates in a team meeting, volunteering for initiatives, or taking ownership of key tasks, I ensure my work aligns with the team\u2019s goals and highlight how I am contributing to the successful delivery of the team strategy. For example, taking the lead on ESG projects has not only given me more exposure to colleagues across the firm but also allowed me to show how my work supports the firm\u2019s strategy.<\/p>

The way in which we communicate can also make a big difference. During the pandemic, I learned it’s still possible to be visible, even if you’re not physically in the office every day. Simple things like turning your camera on during calls, picking up the phone instead of relying on instant messaging and asking for feedback have helped me stay connected.<\/p>

One piece of advice I once received really stuck with me: if a chat in Teams or another messaging app goes beyond one or two exchanges, it’s probably time to pick up the phone. I’ve found this to be a great way to keep relationships strong, even while working remotely.

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Promoting fairness in promotions<\/h5>

That said, I think there\u2019s more organisations can do to support visibility in an agile model, especially for those newer to the workplace or their roles. At Howard Kennedy, initiatives like \u201cvirtual coffee roulette\u201d and coordinating team office days give everyone the chance to connect and collaborate, regardless of how many days they spend in the office.<\/p>

Culture is an important part of making agile working a success. The firm is committed to a culture where the focus is on the work we do rather than where we do it. Our culture lives in our behaviours not our office. Practices like recognising team achievements, encouraging mentorship, and offering regular feedback – whether formally or informally – help create an environment where everyone is learning and feels included, even if they\u2019re not physically present every day.<\/p>

These practices ensure people working in a remote and hybrid environment have the same opportunities to demonstrate their value, develop and stay connected with their teams.
Ultimately, finding fairness in promotions isn\u2019t about replacing visibility with something else – it\u2019s about expanding how we define it. Things like leadership impact, contributions to team goals, and client satisfaction can all be great ways to evaluate performance without placing too much emphasis on location.<\/p>

Hybrid working has shown it\u2019s possible to be both agile, flexible and visible, but it does require a mix of personal effort and organisational support and awareness to get it right.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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“Employment-data provider Live Data Technologies analysed two million white collar workers over the past year and found remote workers were promoted 31% less frequently than those who worked in an office, either full-time or on a hybrid basis.”<\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Blending flexibility and career growth<\/h5>

For me, hybrid working has been a win-win. It’s allowed me to enjoy the flexibility of working from home while still being able to connect with colleagues. During lockdown, I appreciated how video calls gave a glimpse into people’s lives and broke down some of the usual hierarchies. I try to keep that mindset now, making sure to bring the same level of effort to virtual and in-person interactions. I learned you can develop connections, strengthen relationships, create, innovate and collaborate, in person or virtually.<\/p>

That said, I can see how younger workers, or those at the start of their careers, might find it harder to build relationships or learn by observing others if they’re not in the office as much.<\/p>

Being in the office can offer valuable learning opportunities, from observing how colleagues handle challenges to building confidence through face-to-face interactions. At the same time, it’s entirely possible to develop skills while working in an agile way. Tools like e-learning platforms, virtual training sessions, and development projects offer flexibility and growth, whether you’re at home or in the office.<\/p>

We are ultimately responsible for our own learning and career development, so it’s essential to work in a way that allows us to take advantage of those opportunities.<\/p>

Agile working is aimed at supporting and promoting wellbeing, improving work\/life balance while allowing the continued delivery of high-quality client service. I’ve found it’s possible to thrive in this set up within a supportive environment, with the right culture that enables success.<\/p>

I have also been intentional about how I use my time and making an effort to stay connected with my team, whether I’m at home or in the office. It’s all about finding the balance that works for you and your role \u2013 and in my experience, that’s where the magic happens.<\/p>

At Howard Kennedy, this balance is underpinned by agile working principles, which focus on mutual trust and respect, productivity and outcomes, and open, transparent and frequent communication regarding expectations and maintaining connection with team members when they\u2019re not physically in the office.<\/p>

Whether in person or virtually, we prioritise creating time to strengthen relationships, innovate and collaborate, ensuring everyone feels supported regardless of their working pattern.<\/p>

As we continue navigating hybrid work, perhaps the question isn’t just about where we work, but how we can create environments that support both flexibility and fairness for everyone.<\/p>

\u00a0<\/p>

howardkennedy.com<\/em><\/a><\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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https:\/\/www.forbes.com\/sites\/bryanrobinson\/2024\/09\/26\/hybrid-and-remote-work-still-on-the-rise-despite-misconceptions-study-shows\/<\/a><\/span><\/p>

https:\/\/www.telegraph.co.uk\/money\/jobs\/working-from-home-revolution-career-promotion-cost\/?ICID=continue_without_subscribing_reg_first<\/a><\/span><\/p>

Clifford Chance to monitor lawyers’ office attendance – Legal Cheek<\/a> and EXCLUSIVE Sidley moves to 4 days a week in the office – RollOnFriday.<\/a><\/span><\/p>

https:\/\/metro.co.uk\/2024\/05\/30\/remote-workers-less-likely-get-promoted-new-data-shows-20931107\/?ITO=msn<\/a> and Methodology – Remote vs. In-office Layoffs Wall Street Journal Article 2024<\/a><\/span><\/p>

https:\/\/www.mckinsey.com\/~\/media\/mckinsey\/featured%20insights\/future%20of%20organizations\/the%20future%20of%20work%20
after%20covid%2019\/the-future-of-work-after-covid-19-executive-summary-vf.pdf?shouldIndex=false<\/span><\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Navigating promotions in a hybrid world \u201cThe question of whether to work from home or in the office is something I’ve thought about a lot, especially when it comes to career progression,\u201d says Howard Kennedy\u2019s Lauren Hoffman, adding agile working doesn\u2019t need to be a barrier to personal growth. Lauren Hoffman,Senior Business Development Manager,Howard Kennedy […]<\/p>\n","protected":false},"author":3,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-2284","page","type-page","status-publish","hentry"],"rankMath":{"parentDomain":"dh-design.co.uk","noFollowDomains":[],"noFollowExcludeDomains":[],"noFollowExternalLinks":false,"featuredImageNotice":"The featured image should be at least 200 by 200 pixels to be picked up by Facebook and other social media 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