The Covid-19 pandemic proved that much modern work can continue with employees working remotely, including some laboratory work. What began as a temporary solution has evolved into a lasting expectation for many workers. Some scientists now hold a hybrid lab work schedule, dividing their time between the bench and home offices.
But flexibility introduces complexity. Laboratory operations depend on specialized equipment, secure data environments, and hands-on collaboration. Lab managers must balance these realities with staff expectations for autonomy and work-life balance. The question lab managers now face is how to design hybrid lab work models so they enhance rather than hinder scientific productivity.
To make hybrid lab work sustainable, lab leaders must treat it as an operational system instead of a policy. Success depends on aligning people, processes, and technology to maintain both flexibility and rigor.
Inside hybrid lab work: Coordinating people and processes
The biggest challenge of hybrid lab work lies inside the lab itself. Managers must decide which roles require physical presence and which can function remotely. As noted in previous Lab Manager reporting by Justin Ferguson, not every function suits remote work. Conducting research and testing, as well as manufacturing, often demand on-site access for security, compliance, and instrument control. Other tasks, such as data analysis, documentation, and project planning, can be completed off-site.
A practical approach is to map responsibilities by activity type. Analytical or creative work can be scheduled on remote days, while procedural or hands-on tasks anchor employees on-site. Piloting hybrid schedules within select teams or locations before scaling them across the organization helps to reveal limitations and refine expectations.
Communication and accountability are critical. As Ferguson advises in his article, leaders should “admit they do not have all the answers and be open to employee feedback.” Regular check-ins and shared schedules prevent disconnects between those working from home and those in the lab. For training-intensive or regulated functions, mentorship and shadowing should remain in-person to preserve knowledge transfer.
When structured thoughtfully, hybrid schedules with designated in-lab days for collaboration and remote days for focused work can improve both efficiency and morale.
Beyond the hybrid lab: Maintaining external collaboration
Hybrid lab work has also reshaped how labs engage with external collaborators. Partnerships that once relied on in-person meetings and informal exchanges now unfold primarily online. As contributing writer Diane Diehl notes in another Lab Manager article, scientists “lost—and desperately miss—the casual coffee breaks, lunches, and hallway conversations that so often can lead to our next breakthrough.”
To compensate, lab managers must make collaboration intentional. Setting up recurring 15-minute virtual check-ins, shared digital notebooks, or informal video meetings helps maintain the social connections that support innovation. Project dashboards and standardized data-sharing protocols ensure consistency across organizations and time zones.
The most successful hybrid partnerships blend structure with spontaneity. Regular meetings keep projects aligned, while informal discussions create space for creativity and relationship building. When these touchpoints are planned deliberately, scientific collaboration remains strong even when teams are dispersed.
Technology and security: The backbone of the hybrid lab
Digital infrastructure makes hybrid lab work possible but also creates new risks. The life sciences sector saw a surge in automation, cloud systems, and remote-monitoring technologies during the pandemic. Many of these tools have become essential. According to Diehl, “Teams across the world were sent home. . .and realized critical projects required staff on-site,” prompting the adoption of sensors, cameras, and software-as-a-service tools that allowed remote oversight of instruments.
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These systems expand operational flexibility but also increase vulnerability. Managers must ensure secure data pathways, including VPN access, encrypted storage, and role-based permissions, to protect sensitive research data. Cybersecurity training should be part of every employee’s onboarding and ongoing education.
Space and culture: Reimagining the hybrid lab workplace
Hybrid lab work represents both a cultural and physical shift. Successful labs understand that their facilities should foster connection, not just provide desks or bench space. This approach transforms the lab into a community. Reconfigured environments might include flexible huddle rooms and social areas where informal interaction can occur. These spaces help make time in the lab feel purposeful and energizing.
Culturally, inclusivity is essential. Remote employees should have equal visibility and access to information. Rotating meeting leadership, using consistent communication tools, and holding hybrid town halls help bridge distance. When employees working both remotely and on-site feel equally valued, the hybrid lab becomes a more connected and creative environment.
Flexibility with discipline
Hybrid lab work is now part of the DNA for many labs. The challenge for lab managers is ensuring that flexibility does not erode standards. When people, processes, and technology are aligned, hybrid lab work can strengthen productivity, collaboration, and staff satisfaction.
The goal is not to recreate the old workplace in a digital format. The goal is to design a smarter and more resilient system that combines the strengths of in-person and remote work. Through intentional communication, secure infrastructure, and an inclusive culture, lab leaders can create environments that are both flexible and disciplined, and ultimately better equipped for sustained scientific excellence.
This article was created with the assistance of generative AI and has undergone editorial review.
