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When Wellbeing Reports Mask a Deeper Problem: Hybrid’s Missing Career Moments
Hybrid working is often framed as a wellbeing win: less commuting, more flexibility, better work–life balance. And in many cases, that is true. But recent research suggests that hybrid working also brings risks: longer days, blurred boundaries, isolation, and diminished connection between employees and Managers. (hrmagazine.co.uk)
At ATA Search, we believe this signals something more fundamental: we have not equipped Managers to recreate career building moments in a hybrid world. This gap is harmful for engagement, retention, and organisational agility.
Let us explain what is going wrong and what engineering and manufacturing firms should do about it.
The wellbeing conversation is too narrow
In HR Magazine’s article “Make hybrid work healthy work,” the authors present a balanced view of hybrid working. It brings both benefits (better balance, less stress, more time) and challenges (isolation, longer working days, boundary erosion). (hrmagazine.co.uk)
The remedies they propose, better manager training, more autonomy, improved connection, ergonomics, guidance on switching off, are valid and necessary. (hrmagazine.co.uk)
But what they do not emphasise enough is the career side of wellbeing. When employees do not see progress, mentoring, stretch assignments, visibility, promotion paths, or meaningful feedback, it becomes a deeper health issue for the organisation.
If leaders focus only on wellness without considering development, they risk creating a workforce that is comfortable but stuck. Employees may feel less stressed, but also less motivated or purposeful.
What gets lost when people are not together
In an in-office world, many career defining moments happen informally:
impromptu conversations in the corridor
being invited into a senior meeting
overhearing how a senior leader handles problems
being asked to step in at short notice or cover for someone
These moments build learning, visibility, and relationships. In hybrid settings, these moments are rarer, more random, or harder for remote workers to access.
When Managers do not actively replicate or design such moments, remote or hybrid employees can feel second class. They miss out on promotion signals, feedback, informal coaching, or stretch assignments.
That is why even in a well-designed hybrid wellbeing program, you will see two symptoms:
Disengagement from high performers. These people often accept short term wellness gains such as less stress and better balance but become frustrated at slow career progression.
Inclusion gaps. Remote team members get fewer opportunities for visibility, for going above and beyond, or for gaining senior advocates.
Wellbeing without development is a fragile balance.
It is a sign: many Managers are not built for hybrid development
When you see high turnover among ambitious staff, complaints of stagnation, or low internal mobility in a hybrid setup, that is a red flag. It suggests that Managers have not been:
trained to plan career paths remotely
coached on how to intentionally create development opportunities
held accountable for the growth of hybrid team members
given tools or frameworks for remote coaching, visibility, or stretch assignments
The managerial model has not kept pace with flexible working.
What engineering and manufacturing firms should do
Here are some practical actions to bridge the gap between hybrid, wellbeing, and career growth:
Action | Why It Matters | Key Steps |
Train Managers in remote development design | Managers need to plan for growth, not wait for chance | Workshops, role plays, mentoring frameworks for hybrid contexts |
Embed career micro moments | Small moments still stack up. Recognition and shadowing | Define and track such moments; rotate assignments to include remote staff |
Make visibility inclusive | Ensure remote employees are visible in forums and decision meetings | Ensure all voices are heard in hybrid meetings; spotlight remote contributors |
Track developmental metrics, not just output | Reward Managers for growth of people, not just delivery | One to one scorecards, promotion readiness metrics |
Facilitate periodic in person connection with purpose | When teams meet, ensure there is structured career dialogue | Career check ins, coaching sessions, cross team exchanges |
Cultivate upward sponsorship | Leaders should intentionally sponsor talent, not just evaluate | Encourage mentorship programmes |
How ATA Search helps you close that gap
At ATA Search, we do more than match roles. We help build organisations that retain and develop their engineering and manufacturing professionals. If hybrid working has exposed weaknesses in your coaching and growth practices, we can advise on leadership development, succession planning, and career development that works in flexible settings.
If you are seeing signs such as people going quiet, fewer internal promotions, and rising attrition among top performers, it is time to ask: Are my Managers equipped to create growth in a hybrid world?
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