In short, yes, it just looks different for every organization, and it starts with understanding what your employees need to achieve their ideal work-life balance.
At Delta Dental of California & Affiliates (Delta Dental), we’re creating equitable programs that offer opportunities for advancement, foster meaningful connections, and improve the well-being of our employees and their families. We have three programs – LeadWell, WorkWell, and LiveWell – that frame the experience we provide our employees and comprise Delta Dental’s People Operating System. You can learn more about LeadWell in my last post here.
In this article, I’d like to talk about WorkWell, the program that defines the future of work at Delta Dental. Pre-pandemic, 89% of our employees worked in-office, while the other 11% worked remotely – you were in a cubicle, or you weren’t. Like most companies, our landscape is entirely different today: 75% of our employees work a hybrid schedule. For us, this means you spend a few days working remotely, and a few days working at one of our Delta Dental offices, with autonomy to choose what is best for you and your work. From there, we have 22% of our employees who are fully remote, and three percent who are fully in-office.
“There’s an important difference between
forcing in-person time and fostering it.”
This might seem like the obvious choice, as return-to-office (RTO) mandates aren’t exactly popular. A report by Flex Index said that in 2024, only 18% of Fortune 500 companies require full-time, in-office work. But there’s an important difference between forcing in-person time and fostering it.
According to Gartner, purposeful, in-person time can positively impact team performance and innovation. We put this to the test last year when we implemented our WorkWell pilot programs to better understand the work-life experiences our employees need to achieve their ideal balance. Our WorkWell pilot leads were asked to explore: “What magnetizes, or encourages, hybrid employees to work in-person?” During our three-month study, we conducted focus groups and issued feedback surveys to keep a pulse on employee sentiment. Our results showed that pilot groups who felt compelled to work in-person, versus those who felt commanded, demonstrated increased levels of connection and collaboration with their broader teams.
So, what does this mean? Is there a “right” answer to the RTO debate?
You’ll never find two distinct companies with identical cultures; employees will have varying perspectives on coming together for purposeful, in-person time. But it’s not about finding a “one-size-fits-all” solution. It’s about tailoring your approach to meet the needs of the people who matter most.
We’re introducing “refined hybrid guidance” to people leaders and their teams. The concept focuses on leaders and their teams creating intentional experiences that encourage hybrid employees to spend more time in person throughout the year. Ultimately, our goal is to create community for employees who crave in-person connection while continuing to offer the same work-life flexibility that enhances their personal well-being.
“Purposeful, in-person time can positively
impact team performance and innovation.”
We’re still learning exactly what “refined hybrid” looks like at Delta Dental. How are your companies providing flexibility and support to balance in-office and remote work?
About The Author
Brian Sherman is Executive Vice President and Chief People Officer for Delta Dental of California and its affiliates. In his role, Brian manages a team of experts across the Talent, People Operations, People Experience, DEI, and Organizational Effectiveness functions. Additionally, Brian oversees enterprise Business Resilience and the Delta Dental Community Care Foundation.
With more than two decades of people operations and strategy experience. Before Delta Dental of California, he served as Chief Human Resources Officer at Healthy Living Network, Vice President of Human Capital at Optum, and Human Resources Director at Dignity Health.
Brian received his B.A. in Human Resource Management from California State University, Chico, and his master’s degree in Organizational Development from the University of San Francisco.
Other articles by Brian Sherman:
Stop Calling HR A “Support Function
LeadWell: Transform Leadership Through Engagement and Support
