Hybrid or remote work options have reshaped how laboratory teams operate, but they have not eliminated the realities of bench work, regulated processes, and hands-on collaboration. The real challenge with hybrid work in labs is making it work in practice without compromising performance, engagement, or fairness across the team.
In lab settings, flexibility rarely means fully remote work. It usually depends on the role, the responsibilities, and what the operation actually requires. As Kiley Mulholland, global laboratory manager - microbiology and chemistry at Simplot, explains, senior staff often handle project-based or global responsibilities that can be done virtually, while core lab roles still require consistent on-site presence. Even for leaders with some flexibility, she notes, “nothing replaces direct, face-to-face connection,” underscoring the continued importance of being present with the team.
This distinction sets the foundation for effective hybrid management: flexibility must align with the work itself, not be applied uniformly across roles.
Designing roles with intention
Hybrid success begins with clarity. Lab leaders need to define which responsibilities require physical presence and which can shift off-site without compromising quality or compliance. Mulholland emphasizes the importance of clearly outlining roles and responsibilities so team members understand expectations tied to their positions.
That level of clarity helps avoid confusion and goes a long way toward maintaining fairness. When employees understand why certain roles have more flexibility than others, leaders reduce the risk of perceived inequity. Without that transparency, hybrid structures can quickly create tension between on-site and remote staff.
At the same time, flexibility should not become rigid. Even in highly structured environments, allowing schedule adjustments for personal needs signals that flexibility applies to everyone, not just those with remote-eligible roles. As Mulholland puts it, “work–life balance is a priority,” and when personal needs arise, “we adjust schedules to provide the flexibility they require.” She adds: “At the end of the day, the most important question is whether the work is being completed to a high standard. When the answer is yes, flexibility is always supported.”
Rethinking communication in hybrid teams
Communication often breaks down first in hybrid environments. Remote employees can feel disconnected from day-to-day lab activity, while on-site staff may feel excluded from higher-level discussions that happen virtually.
Mulholland addressed this by redesigning how her team uses meetings. “Remote work can sometimes leave individuals feeling siloed,” she explains. To counter that, she shifted meetings away from status updates and toward “meaningful discussion and problem-solving,” which has led to stronger engagement across the team.
This change reflects a broader principle for hybrid labs: communication should match the purpose. Routine updates belong in shared documents or email. Synchronous time should focus on decisions, challenges, and alignment.
In addition to structured communication, consistent check-ins play a critical role. Mulholland notes that some team members hesitate to “bother” their manager, so creating intentional opportunities for feedback and discussion helps ensure both remote and on-site staff feel equally supported.
Building trust as the foundation
Hybrid work exposes weaknesses in trust more quickly than fully on-site environments. Without daily visibility, managers must rely on outcomes rather than activity to assess performance.
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Mulholland points to a consistent foundation regardless of work location: “building strong relationships, establishing trust, setting clear expectations, providing support, and holding people accountable.” While she acknowledges that this can be easier in person, these elements remain essential in any hybrid model.
Instead of focusing on where work happens, lab leaders should place emphasis on whether it meets quality standards, supports team goals, and aligns with regulatory requirements.
Making hybrid work sustainable
Hybrid work has the potential to strengthen both team satisfaction and lab performance—if it’s approached with structure and intention. Leaders must design roles thoughtfully, communicate expectations clearly, and adapt their leadership approach to a diverse workforce.
Most importantly, they must recognize that hybrid work is not a perk—it is an operational model. When implemented with structure and trust, it can strengthen engagement and performance. When handled loosely, it can create confusion and division.
Lab managers who strike that balance position their teams to operate effectively across both physical and virtual environments, without compromising the standards that define laboratory work.
Hybrid lab leadership checklist: Are you set up for success?
Use this quick check to assess whether your hybrid approach supports both performance and team engagement:
Role design and expectations
- Have you clearly defined which roles require on-site work vs. remote flexibility?
- Do team members understand why those distinctions exist?
- Are expectations tied to outcomes rather than location?
Fairness and flexibility
- Are you offering flexibility in ways that apply to all roles (e.g., scheduling, time off), not just remote work?
- Do employees feel the system is fair, even if flexibility differs by role?
- Are workload and visibility balanced between on-site and remote staff?
Communication and alignment
- Are meetings focused on discussion and decision-making rather than status updates?
- Do you use asynchronous tools (email, shared docs) for routine updates?
- Do remote and on-site employees have equal access to information?
Team connection and support
- Do you check in regularly with both remote and on-site staff?
- Have you created space for employees to raise concerns or ask for help?
- Are remote team members fully included in team culture and conversations?
Leadership approach
- Are you adapting your leadership style to individual needs and working styles?
- Do you actively leverage individual strengths across the team?
- Are you communicating direction and priorities consistently?
Trust and accountability
- Have you established clear expectations and accountability standards?
- Are you evaluating performance based on outcomes, not visibility?
- Do team members feel trusted to do their work effectively?
