Hybrid, Flexible and Remote Working - HR Hire

“ the question is no longer whether hybrid working should be offered; it is how to integrate it into a people strategy that supports performance, retention and organisational culture.”

For most employees, the expectation of some level of flexibility is now built into their definition of a sustainable working life. For HR leaders, the question is no longer whether hybrid working should be offered; it is how to integrate it into a people strategy that supports performance, retention and organisational culture.

Through our work with HR talent across the spectrum, a clear pattern has emerged; hybrid and flexible working is now viewed as a defining signal of how much an employer values and trusts its people.

When it is not offered, candidates are less inclined to progress with a role, even when the salary is competitive.

This blog explores why hybrid and flexible working now underpins successful hiring and people strategy in Ireland, and what HR leaders need to consider in order to stay competitive.

1. Hybrid Working is Now an Expectation

Candidates increasingly filter opportunities based on flexible or hybrid work options. Research from the CSO and recent workforce surveys show that employees who have experienced hybrid working are reluctant to return to a fully on-site model. This has become especially clear in Dublin, where long commutes and rising living costs shape candidate decision-making.

From our work at HR Hire, hybrid working now influences shortlisting decisions more than many traditional benefits. When organisations offer only on-site roles, the candidate pool shrinks significantly, often leading to longer hiring timelines or the need for higher salary incentives.

2. Flexibility Directly Supports Retention

Retention has become one of the most powerful arguments for hybrid working. HR teams report that flexibility reduces burnout, stabilises team morale and cuts down on preventable turnover. Employees who can balance work with family, commuting and personal commitments are more likely to stay and contribute long term.

Candidates who leave roles due to rigid on-site requirements frequently cite it as the sole reason they move. In a competitive market, the cost of replacing talent makes a strong case for hybrid working as a retention strategy rather than a short-term concession.

3. Hybrid Improves Productivity & Quality

One of the most persistent myths is that hybrid working decreases productivity. In Ireland, recent studies from Ibec and international benchmarks tell a different story. Employees often report higher output on home-working days due to fewer interruptions, reduced commuting fatigue and greater focus.

HR leaders using productivity data have found that hybrid arrangements enable teams to structure their week strategically; collaborative days on-site, deep-focus days at home. This balance supports better-quality work and a more energised workforce.

4. Not Offering Hybrid Carries Risk

Organisations that maintain rigid on-site policies are now facing several challenges that affect operational performance and reputation. These include:

• smaller, less diverse candidate pools
• longer time-to-hire
• increased wage pressures for on-site roles difficulty engaging high-performing staff
• reputational impact when competitors offer greater flexibility

From the perspective of HR Hire’s clients, many who initially resisted hybrid working now acknowledge the knock-on effects on culture, engagement and hiring success.

5. Hybrid Signals a Modern, Trusting Culture

Hybrid working has become an indicator of organisational trust. HR leaders who embed flexibility into their people strategy send a clear message about autonomy, wellbeing and respect for individual working styles.

Candidates consistently tell us they associate hybrid working with progressive leadership and long-term thinking. This plays a prominent role in how they assess employer brand and cultural fit. For HR teams aiming to position their organisation as forward-thinking, hybrid working is now an essential element rather than a secondary benefit.

The Irish Context

Hybrid working aligns with several specific realities in Ireland:

• longer urban commuting times
• high transport and housing costs
• regional labour market imbalances
• strong competition for experienced HR and specialist talent
• rising expectations for work-life balance among Irish professionals

These factors mean hybrid working is not just a preference; it is a structural response to the Irish labour market.

A Practical Approach for HR Leaders

Hybrid working does not require complex systems or expensive software to be effective. HR leaders in Ireland are succeeding by:

• defining clear hybrid guidelines
• aligning on-site days with collaboration and culture-building
• ensuring managers have strong communication routines
• reviewing role-by-role flexibility, not assuming one-size-fits-all
• checking regularly with teams about what is working well

What matters most is clarity, trust and consistency.

| Hybrid Working Is Now Part
of a Strong Employer Brand |

For HR leaders, hybrid working is no longer optional if the goal is to attract and retain talent in the Irish market. It strengthens culture, builds loyalty and improves performance when implemented intentionally.

In our work at HR Hire, candidates consistently choose employers who offer balanced flexibility over those who don’t. It has become one of the strongest differentiators in a competitive hiring landscape.

Organisations that adopt a thoughtful hybrid model will not only meet employee expectations; they will build a more resilient, engaged and future-ready workforce.

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