As hybrid work models become the norm in many industries, companies are considering new ways to maintain teamwork, engagement, and worker satisfaction in this new reality. The flexibility of hybrid work benefits many staff members, but it changes how teams connect and operate.
HR professionals are now focusing on the rise of job-related stress and mental health concerns. A 2024 study by TELUS Health shows that 45% of Canadian workers under 40 feel isolated and lonely compared to their older colleagues. Companies want to build strong teams that will remain together in 2025 and beyond.
At Manning Elliott, a British Columbia accounting and business advisory firm, HR Manager Andrew Rasheed deals with these issues daily. “We’ve had to rethink how we create a workplace where employees feel they belong, especially with employees working from different locations,” Rasheed explains.
One challenge Rasheed has experienced has been maintaining the connections between home-based and office teams. The hybrid setup offers workers more freedom, but it lacks the spontaneous interactions that happen in traditional office environments. Without those organic moments, it can be harder to establish credibility and friendship among colleagues. This shift has made it crucial for HR teams to innovate on how they cultivate team culture.
To address this issue, Rasheed’s team started hosting regular virtual coffee chats where staff from different locations can chat casually. “These meetups focus on relationship building instead of work. Even small steps like this can help people feel less isolated,” he explains. These casual sessions have improved communication and created a feeling of community among workers who might otherwise rarely interact. Manning Elliott has also started organizing online team-building activities, letting employees bond in fun, low-pressure ways.
Companies in different industries are adopting similar strategies, using digital tools and structured check-ins to replicate the camaraderie of in-person work. A recent report by Deloitte suggests that companies prioritizing employee connection and collaboration see improved engagement and retention, even in hybrid setups. These actions show how companies are changing their HR strategies to keep a positive workplace despite the physical separation of teams.
Mental health has become a major topic for employers. The shift to hybrid work has contributed to higher levels of burnout and stress.
“We must do more than provide resources for mental health support. We need to create environments where people feel comfortable enough to talk openly about their challenges and ask for help,” says Rasheed.
Manning Elliott has expanded access to mental health support and promotes work-life balance through flexible work hours. The team runs workshops and shares information to encourage open discussions about mental health. These workshops have given employees practical tools for handling stress and finding balance in their personal and professional lives. Giving workers the resources and tools to manage their wellness shows the growing trend of integrating mental health projects into company cultures.
These actions match with broader trends in the industry. A 2024 survey by the Conference Board of Canada reports that 60% of companies plan to invest more in employee well-being, which shows a shift toward better health care in the workplace.
Rasheed believes success comes from listening to employees and responding to their needs.
“The way we work is changing, so that means the way we support our teams must change, too. Flexibility, connection, and wellness are essential for building a stable workforce,” he concludes.
HR specialists agree that the success of hybrid work will depend on companies’ ability to balance business goals and the human aspects of work. By focusing on teamwork and employee wellness, firms can navigate these challenges and create environments where workers can thrive.