Office space
How many desks and rooms the policy actually requires at the peak, not the average.
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HR
A hybrid policy is a trade, whether or not you priced it
Three days in the office buys you a fuller building and costs you flexibility. Two buys the reverse. Neither is wrong, but announcing one without knowing what it costs on the other five factors is how policies get walked back six months later.
Hero illustration — chHybrid
Why policies get reversed
A reversed policy is expensive twice: once in the change effort, and once in the trust it spends. The pattern behind most reversals is the same: the policy was set on a single factor, usually office cost or a leadership preference, and the other factors arrived later as complaints.
The second pattern is applying one rule to a whole organisation. A laboratory, a contact centre and a legal team have genuinely different distributions of work. A single number will be too strict for one, too loose for another, and roughly right for nobody.
The six factors that move together
Satisfaction
Measured against how the workplace supports the work, rather than as a general mood score.
Emissions
Commute CO₂ per employee, which is reportable and increasingly required to be.
Commute burden
Travel time and distance, which distribute very unevenly across a workforce and drive attendance more than policy does.
Recruitment appeal
What the policy signals to the market you hire from.
Workspace impact on productivity
How much the workplace helps or hinders the work: measurable, unlike productivity itself.
Get the six-factor score sheet
Three policy options scored on all six factors that move together, with the two patterns behind most reversals and the five checks before you announce. Blank, so you can fill it in with your own numbers.
Questions we get asked
Can you measure hybrid and remote work?
We can measure the workplace side of it accurately and the rest by asking. Occupancy describes physical use; Dynamics establishes patterns, preferences and where people work when they are not in the office.
An operating model judged on building data alone is judged on half the picture.
What do employees have to do?
It depends on the product. Dynamics asks them to answer questions once. Occupancy does not involve them, though they should be told it is happening. Entry Pass gives them something back.
Participation should be worth their time, and they should know what is collected, what it is used for and what returns to them.
Do you collect personal data?
It depends on the product, and the architecture reports patterns rather than people by design. That is a decision taken before the first sensor, not a policy added after a works council asked.
What is processed, on what basis, who may see it and how long it is kept is settled per project before implementation, and written down.
What happens after the analysis?
The analysis is not the deliverable, the decision is. Depending on scope: scenarios, a hybrid policy, a space programme, support through design and fit-out, employee enablement, and then measuring again on the same method.
That last step is what turns two snapshots into a trend and a trend into the next business case.
What answers this
Balance
Unlimited scenarios, six factors, costed.
Dynamics
The working-pattern data the model runs on.
Hybrid work policy maker
In preparation. Balance is the full model.
People are different, so is hybrid work
Why one rule lands differently on a lab and a legal team.
Hybrid needs alignment
Coordination beats compulsion, with the evidence.