Today, we’re thrilled to sit down with Sofia Khaira, a renowned specialist in diversity, equity, and inclusion, who brings her extensive expertise in talent management and HR practices to the table. With a passion for creating inclusive and equitable workplaces, Sofia has been at the forefront of initiatives that transform how businesses approach remote and hybrid work models. In this conversation, we dive into the evolving perceptions of remote work, the undeniable benefits of flexibility, and the cultural shifts needed to adapt to modern workforce expectations. From productivity gains to employee well-being, Sofia shares her insights on why embracing hybrid work isn’t just a trend—it’s the future.
How do you respond to the lingering stereotype that working from home isn’t considered “real work,” and what impact does this mindset have on employees?
I’ve come across this stereotype far too often, and it’s rooted in outdated notions of what productivity looks like. The idea that you’re not working hard unless you’re physically at a desk in an office ignores the reality of how people thrive today. Data clearly shows that remote and hybrid models often lead to better outcomes, yet this stigma persists in some circles. For employees, it can be incredibly demotivating. Imagine putting in long hours, delivering results, and still feeling like your work isn’t valued just because you’re not seen in the office. It erodes trust and can make people question their worth, especially for those who rely on remote setups to balance personal responsibilities.
What do you think is behind the significant finding that 41% of employers report higher productivity with hybrid working arrangements?
I believe it comes down to flexibility empowering employees to work in ways that suit them best. When people can choose their environment—whether it’s a quiet home office or a collaborative in-person space—they’re often more focused and engaged. Hybrid models also cut down on commuting stress, which frees up mental energy for actual work. Plus, technology has made it easier than ever to stay connected and collaborate, no matter where you are. I’ve seen this boost particularly in creative and tech-driven roles, where the ability to step away from a traditional office setup often sparks innovation and problem-solving.
With 80% of employees saying flexible working improves their quality of life, what specific elements of this model do you think contribute most to that improvement?
It’s really about giving people control over their time. Flexible working lets employees manage personal needs—like caring for family or exercising—without the guilt of stepping away from a rigid schedule. Avoiding long commutes is another huge factor; it’s not just about saving time but also reducing stress and fatigue. I’ve noticed in my own circles that people feel more present in their personal lives when they have this balance, which in turn makes them more energized for work. It’s a virtuous cycle where well-being and productivity feed into each other.
The statistic that 1.1 million workers left jobs due to a lack of flexibility is striking. How urgent do you think this signal is for companies today?
It’s a massive wake-up call. This number shows that flexibility isn’t a nice-to-have anymore; it’s a dealbreaker for many. Companies that ignore this risk losing not just talent but also their competitive edge. I see some organizations stepping up with hybrid policies, but others are still clinging to old-school thinking, often out of fear of losing control. The danger here is clear—high turnover, disengaged teams, and a reputation as an inflexible employer can deter top candidates. Adapting isn’t just about retention; it’s about survival in a workforce that demands balance.
Younger generations seem to prioritize autonomy and balance alongside compensation. How do you see this reshaping workplace expectations in the coming years?
It’s already changing the game. Younger workers are redefining success—they want careers that fit into their lives, not the other way around. This means companies need to offer meaningful flexibility, like remote options or adjustable hours, to attract and keep this talent. Beyond policies, it’s about creating a culture that values results over rigid structures. I think we’ll see more organizations experimenting with trust-based models, where autonomy is a core principle, and leaders focus on mentoring rather than monitoring. It’s a shift that could redefine how we think about work itself.
You’ve spoken about moving away from the idea that productivity is tied to being seen at a desk. What are some practical ways leaders can make this cultural shift?
It starts with redefining success through outcomes, not hours or location. Leaders can set clear, measurable goals and focus on what employees achieve rather than where they are. Regular check-ins that prioritize progress over presence help build this mindset. It’s also about celebrating results, whether someone’s in the office or at home. I’ve seen teams thrive when managers ask, “What did we accomplish this week?” instead of “Who was here every day?” It’s a subtle but powerful change that signals trust and focuses on what truly matters.
The concept of the office as an intentional space for collaboration and connection is intriguing. How can organizations bring this vision to life?
It’s about designing the office for purpose, not just routine. Think of it as a hub for brainstorming, team-building, or tackling complex projects together, rather than a place for solitary tasks that can be done remotely. Companies can create inviting spaces with tools for collaboration—think whiteboards, breakout areas, or tech for hybrid meetings. Scheduling specific in-person days for workshops or social events can also make coming in feel meaningful. The key is communication—let employees know why and when being in the office matters, so it’s seen as a valuable complement to remote work, not a mandate.
What is your forecast for the future of hybrid and remote work models over the next decade?
I’m confident that hybrid work is here to stay as the new standard. Over the next decade, I expect we’ll see even more tailored approaches, where flexibility is customized to individual and team needs. Technology will continue to evolve, making remote collaboration seamless, and I think we’ll see a stronger emphasis on employee well-being as a core business priority. Companies that resist this shift will struggle to keep up, while those that embrace trust and adaptability will lead the way. Ultimately, the future of work will be defined by how well we balance human connection with the freedom to work in ways that inspire us.
