From Split-Week to Alternating Days: 5 Common Hybrid Arrangements Reshaping Work

In the post-pandemic workplace, the most prevalent work arrangement is now some form of a hybrid work model, a flexible setup that combines on-site and remote work. Employees typically divide their time between working remotely and from the office, according to an agreed-upon schedule set by the organization or the employee.

This flexibility gives employees greater control over where (location) and when (timing) they work, potentially boosting their autonomy and work-life balance. Organizations also benefit from a more engaged and satisfied workforce. According to Gallup's State of the Global Workplace 2025 report, 42% of hybrid and on-site remote-capable employees are reportedly thriving, compared with just 30% of on-site workers whose roles do not permit remote work.

As hybrid work becomes more widespread, new models are emerging. Different organizations adopt hybrid work differently. This article examines the most common hybrid work models in India and discusses the benefits and challenges these present for organizations.

5 Common Flexible Work Arrangements in India

Hybrid work models have rapidly emerged as the most prevalent arrangement for many organizations. Not only do they improve work-life balance, but they also help employees manage their time more efficiently throughout their workdays. Additionally, the option to work in a physically co-located space ensures employees feel more connected with their team and organization. Understandably, many believe that this people-first, well-being-focused approach to working is the future of work in India.

Flexible work arrangements are implemented in various ways across organizations. The specific approach depends on the degree of flexibility and control that organizations can offer without compromising business continuity. Discussed below are the most prominent setups prevalent in India:

    1. Alternating Days Hybrid Work Model

In the alternating-day hybrid model, different teams take turns coming into the office on alternate days. For example, one team may be designated to work from the office on Mondays and Wednesdays, while another might work on Tuesdays and Thursdays. Client-facing teams especially benefit from the alternating days model.

This setup ensures shared office resources are used more efficiently, including conference rooms, labs, and parking spaces. On the flip side, collaboration with teams across departments and even informal in-person interactions become limited. New employees may also take some time to get familiar with their team's specific rotation schedule. 

To ensure the alternating days model is sustainable, managers should step in as needed to support their teams. Routinely checking in with employees can help identify whether they feel disconnected or isolated and require support. 

    2. Split-Week Hybrid Work Model

In a split-week setup, employees spend a fixed number of days in the office and work remotely for the remainder of the week. Team members coordinate their calendars to ensure they’re on-site together, and organizations typically set and adjust the broader schedule for different teams or functions to manage office space efficiently.

Some organizations allow employees or teams to choose their preferred days for on-site and remote work, provided team members overlap in person for meaningful collaboration.

This hybrid structure is common in small-to-medium-sized enterprises that value both flexibility and collaboration. It streamlines planning; teams can reserve on-site workdays for essential meetings and remote workdays for focused work. At the same time, organizations can prevent the loss of team cohesion and workplace connection. Therefore, deliberate planning is necessary to avoid conflicts in scheduling. Leaders in charge of setting schedules should also establish alternative avenues for cross-functional collaboration.

    3. Week-by-Week Rotation Flexible Work Arrangements

As the title suggests, this model involves teams following a weekly schedule that alternates between working in the office and remotely. For example, a team might work an entire week in the office, followed by a whole week working from home.

Some organizations align rotation weeks with sprint cycles. Week 1 may be scheduled for in-person planning; Week 2 could focus on execution; Week 3 might be for client-facing meetings, and so on. This approach is common in the tech industry, where both intensive collaboration and deep, focused work are essential.

Managers should note that the risk of isolation increases in a week-by-week rotation model. Incorporating regular virtual meetings and check-ins can be helpful.

    4. The Half-Day/Staggered Model

In this model, employees split their workdays into two shifts: they may work in the office from morning to afternoon and designate the remainder of the workday to remote work, or vice versa. There is usually a midday break for employees to relax and recharge.

Organizations that value daily in-person touchpoints typically adopt this hybrid work model. It preserves team bonds and workplace connection while allowing time for uninterrupted work.

However, it should be noted that the half-day or staggered model poses certain logistics issues. Commute times can interfere with meal breaks and self-care, potentially increasing the risk of burnout. Organizations must consider these challenges when implementing a staggered hybrid model. Employee well-being needs to be a key focus point. Organizations should also meticulously plan schedules to prevent overlap with midday breaks.

    5. The One-Week-a-Month Model

The one-week-a-month model requires all employees to work on-site for one designated week each month, typically the same week every month. The remaining weeks are worked remotely or with flexible office access. 

Typically, the one-in-office week is designed to foster intense collaboration and creativity. Enterprises schedule key meetings, events, town halls, hackathons, and more for this week. Many large organizations have successfully implemented the one-week-a-month hybrid work model. 

Still, there are potential disadvantages to this model. The risk of loneliness and disconnection is high when employees spend consecutive weeks without in-person interactions. 

Managers' involvement is necessary. Regular check-ins, virtual team meetups, and informal bonding sessions (whether in person or remote) are ways to ease feelings of isolation. Managers also need to connect employees to the broader purpose; attaching meaning to the work they do can keep them motivated and engaged even as they work remotely. 

Conclusion

Flexible work arrangements continue to evolve in the post-pandemic world. New models are emerging, and appropriate structural and well-being support are needed to ensure their sustenance. There are certain risks associated with hybrid work models, including social isolation, disjointed culture, and loss of workplace connection. 

Managers must establish virtual checkpoints and intentionally connect with their teams. Regular check-ins and developmental coaching can ensure teams remain engaged and connected even in remote work environments.