How does hybrid work expand the role of facilities management?

In the 1990s, medium-sized and large companies realized that HR needed a strategic role, going beyond payroll and personnel management. The shift was so profound that vice president positions were created for the function.

Something similar happened to facilities management during the pandemic and the period that followed. The area that has been taking on responsibility for finding answers to the new workplace questions, and gaining strategic weight, is facilities itself.

What was already part of the job

Professionals in this field have always had the mission of keeping the business running smoothly, helping put safe processes in place and motivating employees.

What the hybrid model added

With hybrid work now established, these leaders are also responsible for managing the model and discussing the role of the office in light of the changes in society. That means answering new questions:

• Is the remote work experience the same for everyone?
• How and when should employees be asked to come in?
• What costs are involved in keeping an office?
• How can you make sure the return to the office is a pleasant and productive experience?
• Are space occupancy studies and management a trend for large companies?

The challenges for facilities leaders

As CH3 sees it, the main challenge is redefining the role of the office and giving clear answers about why and when teams should be on site. Managers are also expected to contribute workplace improvements to architecture and design projects and to help build workplaces where employee well-being becomes the new draw for the return to in-person and hybrid work.

For your company, the message is that facilities has moved beyond operational support and now shapes decisions about space, culture and design.