Remote or Return-to-Office – The Hybrid Work Dilemma in Sri Lankan Corporates
Introduction
The COVID-19 pandemic has moved the world working trend radically, and hybrid work is the new normal. Nevertheless, Sri Lankan corporates are still stuck in the dilemma of adhering to organizational culture and flexibility of employees versus productivity. According to a survey of Postgraduate Institute of Management (PIM) conducted in 2024, the share of local companies that formally had a hybrid work policy was only 38 percent, even though on the global scale, the trends were oriented towards flexible arrangements (PIM, 2024). This gap highlights the necessity of strategic HR leadership in the creation of the hybrid models that will fit the workplace culture specific to Sri Lanka.
Discussion
The success of hybrid work relies on three pillars, which are: technology, culture and performance measurement. Lack of proper digital infrastructure and access disparity to devices in Sri Lanka have slowed down the process of remote collaboration (Wijesinghe and Senanayake, 2023). Virtual performance tracking tools are not available in many companies, and this leads to mistrust to remote employees by managers. This has seen some employers revert to strict office attendance, which has destroyed the satisfaction of employees.
Besides, cultural attitudes are critical. Face-to-face supervision is commonly associated with productivity in Sri Lankan work places, which is more of a classic approach in leadership (Jayawardena, 2022). The HR departments need to train managers to judge employees on the basis of results and not on the basis of their presence. It has been found that in case HR departments use trust-oriented leadership frameworks, hybrid workers become more engaged and less likely to exit the company (Dessler, 2023).
The other challenge is policy inconsistency. A lot of companies are in an in-between state of full-remote and mandatory office policies, which is confusing and stressful. A successful HRM involves clear regulations that do not places too much control on the organization but rather on the individual. Sustainability in hybrid models can be guaranteed by promoting employee feedback and routinely conducted engagement surveys and mental health support (Wijesinghe and Senanayake, 2023).
Conclusion
The hybrid work dilemma of the Sri Lankan corporates is an indication of the midst of HRM evolution. In order to succeed, HR leaders have to shift away the control of attendance to the control of performance based on trust. Investing in technology, evolving digital competencies, and inclusive cultures will help organizations to view hybrid work as an innovation driver and a contributor to the well-being of employees instead of a trade-off.
References
Dessler, G. (2023) Human Resource Management. 17th edn. Harlow: Pearson Education.
Jayawardena, S. (2022) ‘Leadership and Cultural Barriers to Hybrid Work in Sri Lanka,’ Asian Management Review, 15(3), pp. 74–86.
PIM (2024) Sri Lanka Hybrid Work and Digital Readiness Report. Colombo: Postgraduate Institute of Management.
Wijesinghe, D. and Senanayake, P. (2023) ‘Digital Infrastructure and Remote Work Productivity: A Study of Sri Lankan Corporates,’ International Journal of Business and Technology, 11(2), pp. 121–136.
STUDENT ID- EUK00310229
Great overview of the hybrid work dilemma in Sri Lanka. I liked how you emphasized trust, digital skills, and employee feedback. It might also be valuable to consider long-term impacts on organizational culture and retention.
ReplyDeleteThank you, Gihani, for this comprehensive overview! You've perfectly captured the essence of the hybrid work dilemma. I wholeheartedly agree that success hinges on emphasizing trust and rapidly improving digital skills. As you noted, the long-term impact on organizational culture and retention is where the real challenge lies.
DeleteThis article clearly outlines how remote and hybrid work models are becoming important in Sri Lanka’s workplaces — it offers useful insights for organisations needing to balance flexibility with structure, which I can relate to in my workplace at a state-owned bank.
ReplyDeleteThat's a very relevant observation, Kalani! The shift towards hybrid and remote work is certainly accelerating, driven by the workforce's demand for flexibility. Your point about state-owned banks is critical—these institutions often face the steepest cultural and structural hurdles when trying to adapt to these modern work modes.
DeleteThis article highlights an important gap between global trends and local practices. Hybrid work isn’t just about flexibility; it requires robust communication tools, trust-building, and structured HR policies. Without these, hybrid arrangements could end up creating confusion rather than efficiency.
ReplyDeleteI completely agree with you, Dilmini! You've hit on the most challenging aspect: the gap between global trends and local realities. Hybrid work isn't just an ad-hoc arrangement; it demands clear HR policies, leadership upskilling, and structured communication to prevent confusion and ensure fairness. Thank you for emphasizing the practical steps required!
DeleteThis is a strong, well-researched blog with a clear focus on HR challenges and strategies for hybrid work in Sri Lanka. With minor improvements in grammar, sentence flow, and additional discussion of positive outcomes, it can become an authoritative and insightful piece on hybrid work management in local corporates.
ReplyDeleteThank you, Nilanka, for your detailed feedback. I am pleased to hear that the article effectively combined HR challenges, strategies, and local context regarding hybrid work. I appreciate your suggestions regarding grammar, flow, and the need for additional discussion on positive outcomes—I will certainly incorporate these edits to make the piece even more authoritative and insightful for local corporates.
Delete"A timely and relatable discussion! Finding the right balance between remote and in-office work is a real challenge for many Sri Lankan companies. A well-designed hybrid model could be the way forward for both productivity and employee well-being."
ReplyDeleteNishadi, thank you for highlighting the timeliness and relatability of this discussion. I agree completely that finding the right balance between remote and in-office work is the key challenge right now, and that a well-designed hybrid model is essential for optimizing both productivity and employee well-being in Sri Lankan companies.
DeleteAs someone working in hotels, I see this hybrid work dilemma not just as a corporate issue but as a cultural one. In hospitality, we’ve always valued presence and face‑to‑face service, yet the pandemic taught us that flexibility and trust can coexist with high performance. The article rightly points out that Sri Lankan companies often equate attendance with productivity, but in our industry, true value comes from outcomes—guest satisfaction, team morale, and sustainable service quality.
ReplyDeleteFor hoteliers, the lesson is clear: hybrid work isn’t about losing control, it’s about building trust. When managers shift from supervising presence to empowering results, employees feel respected, and that dignity translates directly into better guest experiences. Investing in digital tools and listening to staff feedback can help us balance tradition with innovation. Hybrid models, if done with empathy, can strengthen both our people and our service culture.
Rukshan, your perspective from the hospitality industry is profoundly insightful and adds a crucial layer to this discussion. You've perfectly articulated why the hybrid work dilemma is fundamentally a cultural issue that hinges on trust, dignity, and outcomes.
Delete