Making hybrid meetings more effective by naming a “producer” who handles technical issues, turning on chat functions and making sure everyone can see who is on the call is among nine tips offered by Tom Stone. “For large meetings, survey everyone about their experience, noting how they attended so that their input can be filtered to identify differences,” he writes.



The COVID-19 pandemic forced many organizations to have far more employees working remotely than ever before. How many will continue to do so will vary based on many factors: employee sentiment, perceived or real productivity gains or losses, cost savings, new infection surges that create health emergencies, and more.

The Institute for Corporate Productivity (i4cp) has created an infographic, the Who’s Who of Flexible and Hybrid Work Arrangements, that illustrates the range of approaches companies are taking regarding work models and where certain types of work will get done.

Some organizations, such as Twitter, Zillow, and others have announced that their shift to mostly remote work will be permanent, while far more organizations are committing to varied levels of flexible or hybrid work arrangements (e.g., two or three days per week in a traditional office) with the caveat that things are fluid and may need to be revisited.

It seems likely that many organizations will soon (if they aren’t already) be holding more hybrid meetings—that is, meetings in which some employees are face-to-face in an office or other traditional worksite, and others are dialed in via Zoom, WebEx, Teams, or other platforms. Hybrid meetings are not new; many organizations have been holding them for the past two decades. But few can say they have figured out how to do them well, even though best practices do exist.