Disconnection | Mind The Gap Report

“Connection is why we’re here; it is what gives purpose and meaning to our lives”. - Brené Brown

Why It Matters 

The way we work has transformed dramatically in recent years. Hybrid and remote work arrangements, once a rarity, are now the norm for most knowledge workers. This shift has had profound implications for organisational culture.

There are many benefits that come with this flexibility – higher employee satisfaction, a broader talent pool, and in some cases even increased productivity.

However, it also raises challenges:

How do you maintain cohesion, engagement, and shared culture when people are not all in the same place at the same time?

One immediate concern is connection. Humans are social creatures, and informal interactions (‘water cooler chats’ or grabbing lunch together) are often the glue that holds people together. In hybrid settings, those serendipitous moments happen less frequently – if at all.

Ensuring that employees still feel a sense of belonging is a top priority for CPOs. On a personal level there is also the idea of community and human connection without any particular agenda - just being friends and seeing colleagues as a source of support and resilience.

Another aspect of ‘how we work’ is the multigenerational workforce.

For the first time in history, we have five generations working side by side: from traditionalists (in their 70s+) and baby boomers; to Gen X, millennials, and now Gen Z in their early careers. This diversity is rich but can also lead to clashing expectations about work. 

Research shows that different generations often want significantly different things from their careers - younger employees prioritise purpose, development and flexibility, whereas older employees might put increased value on security and clearer structure. In addition, how we communicate with each of these groups can differ significantly (think email versus instant messaging versus phone calls and face to face meetings). 

‘How we work’ means navigating these differences so that everyone feels included and productive, without resorting to stereotypes or one-size-fits-all policies.

In short, CPOs are dealing with a new normal: hybrid, flexible, and diverse by default.

This new way of working is not a temporary phase; it’s an enduring reality that culture needs to work within the context of.

Companies that get it right can leverage flexibility as a culture strength, attracting individuals who value trust and work-life balance, and perhaps even creating a more inclusive environment by accommodating different needs. 

Those that get it wrong risk fragmentation: silos, erosion of trust, and losing talent either to burnout (for those overworking) or disengagement (for those feeling isolated or undervalued).

The Challenge 

The interviews surfaced many vivid examples of this challenge.

“In a hybrid/remote working environment, how do you build a sense of connection with employees – particularly multigenerational employees who need and want different things?” asked one respondent, perfectly capturing this cultural challenge.

This quote ties together two realities: hybrid work and multigenerational needs. The CPO was essentially asking: how do we recreate the social fabric of culture when people are dispersed and diverse? Others echoed that their organisations are still shaping new norms for post-COVID work.

Hybrid work has practical downsides.

One leader said:

“It’s working well with core days for all staff but there is an impact on ‘tap on the shoulder’ moments and collaboration.”

Designated in-office days help, but they don’t fully replace spontaneous questions or brainstorming. Those informal moments often spark creativity and mentorship, and without them, companies must find new ways to encourage collaboration.

Another CPO noted:

“When we have clients visiting the office, it’s hard to create energy if the office is half empty… People feel as though hybrid is an entitlement, and they won’t come back [in person].”

This highlights a tension: leaders may want more in-office presence for culture or clients, but employees feel they’ve earned flexibility. Push too hard and you risk trust; push too little and you risk cohesion or opportunity.

Onboarding new hires adds to the challenge. In remote settings, junior staff miss the chance to overhear calls or learn organically from colleagues.

One respondent said,

“Hybrid results in a lack of real connection where we aren’t meeting each other, working with each other, learning from each other.”

Without deliberate effort, new employees lose out on informal learning, making mentoring systems essential.

Generational dynamics also play a role. One leader admitted: “We tend to focus on the needs of the newest generations… there is a stigma and a ‘type’ when it comes to newer generations that maybe isn’t helpful.”

Another said,

“People in the workforce now want and need different things… many older managers are out of touch with that.”

The takeaway: inclusion means age inclusion, and veteran leaders may need upskilling to better manage younger teams.

Finally, global organisations face layered complexity. One CPO noted cultural expectations differ not just by generation, but by geography—remote work may be common in one region and resisted in another. Their principle: “Think global but act local.”

Practical Steps For Change 

1. Intentionally design moments for connection 

This can be core in-office days (as some companies do) where teams overlap and can have face-to-face time. It can also include regular offsites or team retreats for relationship building. 

2. Clarity and flexibility are key with work 

Clarity goes a long way in avoiding confusion or resentment. If your organisation expects certain in-office attendance (for example, “everyone should be in on Tuesdays and Thursdays”), communicate the WHY (collaboration, client visits, etc.) and apply it consistently to everyone. 

3. Be equal and inclusive 

One fear in hybrid is that out-of-sight becomes out-of-mind. Counteract proximity bias by implementing inclusive practices. For example, in meetings where some are in-person and some remote, maybe get everyone to join via their own laptops so all faces are equal on screen or use a proper conference setup so remote joiners can interject easily. 

4. Get better at onboarding 

Since new hires might not absorb culture by osmosis, design onboarding to explicitly teach your culture to them. Think about things like virtual meet-and-greets with leaders, an online bank of “how we work” stories or videos and assigning a buddy to check in weekly for the first 90 days. 

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The future of work is here, and its hybrid, flexible, and diverse. Rather than seeing it as a dilemma, leading CPOs view it as an opportunity and a chance to evolve their culture to be more inclusive, more trusting, and more empowering. 

The task for HR and leadership is to weave a strong cultural fabric across distances and differences, using communication, technology, leadership and empathy as threads. It’s challenging, yes, but those who succeed will have a future-ready culture where employees can truly say: no matter how we work – in office or remote, young or old – we are one team with a shared purpose.

Interested in learning more, download our report today: https://www.inspiringchange.ie//mindthegap