Our Approach

Moving to a Hybrid Workforce

At George Brown, we are looking to continue to be a nimble, flexible and adaptive organization and will continue to support and enable high-performing teams. We will do so by encouraging a flexible and mobile workforce.

In the weeks and months ahead, we will work toward establishing the right balance between working from home and working on-campus to support the needs of our students and community. As a guiding principle, George Brown employees will work on-campus for 2 or 3 days per week for collaborative work. The rest of the week, where possible, they can work remotely. There may be more flexible options, as approved by managers depending on your role. 

Learn more about the guiding principles that have informed our approach and our anticipated return groups and timings

In an ideal world, how many days per week would be optimal for you to work  from home based on your role or responsibilities?  Answers shown in a pie chart: None 4%, 1 day 5%, 2 days 17%, 3 days 28%, 4 days 19%, 5 days 26%  Source: GBC Employee Survey

Why Hybrid?

George Brown employees are looking for flexibility in the workplace and opportunities for continued remote  access and digital collaboration. George Brown surveys  have shown that 74 per cent of employees want to be  able to work from home some of the time. Within that, a majority of survey respondents indicated that they wish to split their time between remote and on-campus. The desire to transition to a more flexible workplace is a popular trend across most sectors. A recent study published by Harvard Business Review shows that 81 per cent of office workers do not see themselves returning to the office five days per week, post-pandemic.

Finding a balance between focus, collaboration and connection

During the course of the pandemic, we’ve learned that while some work is best done in a focused space, like an enclosed workstation or remote workspace, other work is performed best in a shared physical setting.

Pre-pandemic workplace utilization shown in a pie chart: Focus 40%, Collaboration 40%, Connection/socialization 20%  Post-pandemic workplace utilization shown in a pie chart: Focus 15%, Collaboration 60%, Connection/socialization 25%  Source: Gensler

Benefits of a Hybrid Work Environment

Hybrid work environments offer many advantages. By allowing for flexible work modes, we empower our community to build rewarding experiences.

College Benefits Employee Benefits

Talent Acquisition
Attract and retain an in-demand and highly capable workforce.

Meaningful Connections
Collegial relationship and community building.

Productivity

Diverse working environments to improve efficiency and output.

Balance
Greater flexibility to support well-being and work-life balance.

Business Development & Growth
Agility in how we do business to stimulate new ideas, initiatives and practices.

Professional Development
Exposure to new ways of teaching, learning, and service delivery.

Future-Proofing
Flexibility in space and operations to allow for ongoing and responsive change.

Access & Equity
Increased pathways to support and personalization.

Found Space
Reinvestment of existing space afforded by improved utilization.

Progressive Environments
Facilities that are innovative, collaborative and experiential.