Columns/Blogs Working Remotely
Moving from monitoring to motivating in a hybrid world

Hybrid work arrangements have become a defining feature of the Canadian labour landscape. As organizations seek to evolve beyond surveillance-centered approaches to hybrid management, emphasis is placed on strategies that foster autonomy, trust and belonging.

Hybrid work in Canada: A steady new normal

Hybrid work has become a stable model in many of Canada’s public and private sectors. In fact, 65 per cent of finance and insurance employees work from home at least part of the time.

Within the federal public service, staff in hybrid setups often telework for 40 per cent to 60 per cent of the week, or about two to three days. This model balances flexibility with consistent in-person interaction to support cohesive, high-performing teams and ensure the same service experience across the country.

The limits of monitoring in a hybrid ecosystem

Canadian privacy laws and employee well-being considerations create a strong case for replacing surveillance with supportive approaches. Under the Personal Information Protection and Electronic Documents Act, data collection must remain appropriate to the work context, which means monitoring tools need to align with reasonable expectations. Provisions under the Employment Standards Act, 2000 also require organizations with 25 or more employees to provide a written policy on electronic monitoring.

Excessive surveillance can lead to decreased morale, lower engagement and higher turnover, whereas transparent, respectful monitoring practices can reinforce trust. These realities focus on designing systems that enable employees to perform at their best, rather than measuring their every move.

Building trust, autonomy and belonging

Talent professionals can elevate motivation and engagement through these intentional strategies.

Centre interpersonal trust

Strong relationships among colleagues and leadership can drive job satisfaction. Trust acts as a bridge between positive employee relations and psychological well-being.

Encourage prosocial meaning

A sense of connection to the beneficiaries of one’s work sustains motivation — especially in the public sector. Without regular interpersonal contact, that connection can weaken, so managers should create opportunities for employees to see the impact of their efforts.

Honour autonomy through flexibility

Data shows that autonomy in remote work enhances job satisfaction and performance while reducing turnover. Flexibility in schedule and approach encourages a sense of ownership over outcomes. Research on remote accountability shows that teams perform best when leaders focus on results rather than rigid schedules or constant monitoring.

Foster psychological safety with planned touch points

Hybrid arrangements benefit from co-ordinated office days that allow for spontaneous interaction and strengthen psychological safety — a key enabler for collaboration and learning.

Train leadership in digital and inclusive management

Leadership training should incorporate soft skills, address biases toward in-person norms and promote inclusive practices to maintain motivation and cohesion across hybrid teams.

Practical strategies for talent professionals

A motivating hybrid workplace balances structure with flexibility and technology with human connection. Talent professionals can foster this by empowering employees and ensuring clear, fair practices across remote and in-office teams. Here are practical steps to make that happen.

Transparency in monitoring

When monitoring is necessary, provide clear written policies that explain the purpose, scope and relevance to job performance — always in compliance with privacy laws.

Frequent check-ins with a purpose

Use structured one-on-one meetings to build trust and catch issues sooner — in 2024, data breaches took an average of 194 days to detect.

Facilitated informal connections

Create opportunities for casual conversation, shared breaks or peer recognition to reinforce belonging.

Flexible autonomy frameworks

Allow flexibility in schedule or location, such as core overlapping hours or self-managed deliverables, while maintaining clarity on expectations.

Equitable inclusivity in hybrid routines

Remote employees were promoted 31 per cent less last year and often miss mentorship — especially women — so ensure they get equal recognition and opportunities as in-office peers.

Utilize collaborative technology thoughtfully

Adopt tools that enhance inclusion and community — such as asynchronous platforms and team rituals — while respecting employee comfort and privacy.

Align with legal and cultural norms

All policies should reflect Canadian privacy statutes, provincial requirements and collective agreements, emphasizing shared values over surveillance.

A culture of connection drives performance

Motivating in a hybrid workplace depends on replacing control-oriented practices with connection-oriented strategies. Canadian talent professionals can build environments where employees thrive by focusing on trust, autonomy and a sense of community. In a country where legal frameworks support privacy and workplace fairness, this shift benefits both the workforce and the organization, helping hybrid teams deliver their best work, wherever they are.