ABSTRACT
This chapter explores strategies for maximising employee well-being and engagement in hybrid work environments. It begins by defining burnout and its three core dimensions: exhaustion, cynicism and reduced efficacy. It is emphasised that burnout has roots in the workplace, and that problems within the organisation rather than weaknesses within individuals are the main cause. The introduction of hybrid models during the pandemic increased the risk of burnout. While hybrid arrangements provide benefits such as autonomy, flexibility and improved work–life balance, they can also lead to isolation, poor boundaries and burnout. Practical steps for individuals to take in caring for themselves are outlined, like creating structure, minimising distractions and nurturing social connections. Organisations, on the other hand, play an important role through practices such as reasonable workloads, mental health resources and regular check-ins. Antonovsky’s theory highlighting the importance of workplace coherence – comprehensibility, manageability and meaningfulness – is introduced. The chapter provides insights into maximising hybrid work’s potential for productivity and employee well-being by taking a holistic approach focused on systemic factors as well as individual resilience.
