The workplace is evolving, with hybrid and remote work becoming ubiquitous, especially since COVID-19. While hybrid models existed well before the pandemic, they were sporadic and largely limited to certain sectors, like information technology. COVID changed that; it showed that many science and engineering roles include tasks that can be done remotely, even if other parts require being on-site. Today, hybrid work is widely accepted as a long-term model, supported by cost savings, operational efficiencies, and a growing demand for flexibility and work-life balance.
Aligning work and location
A hybrid model combines remote and in-person work, letting scientists and engineers align where they work with what they’re working on. For example, an engineer might spend one day designing a chemical process, running simulations, or analyzing data remotely, then be on-site the next day to run experiments, troubleshoot a reactor, or collaborate in a lab or pilot plant. This flexibility is powerful, but thriving requires knowing how to use each setting strategically while maintaining visibility, connection, and influence in a workplace where some work happens quietly and asynchronously, while other contributions are seen and discussed in real time
Hybrid workplaces can offer the best of both worlds. Remote days are often ideal for tasks that require deep focus, especially valuable in analytical or technical roles, and flexible schedules help balance project demands with personal responsibilities. In-person time supports work that can’t be done remotely, such as lab experiments, prototyping, or testing with specialized instruments.
There’s also the human element. Anyone who has worked in a lab knows the value of spontaneous problem-solving sessions that happen when people are in the same space, trying to troubleshoot a complex reaction or process. These moments also create natural opportunities to build relationships, share ideas, and mentor colleagues.
The costs of distance
No system is perfect, and even with all these benefits, hybrid work has its challenges. When you’re not physically present all the time, it’s easier to feel out of sync with what’s happening, whether that’s a quick side chat or spontaneous feedback that shapes project priorities and decisions. Over time, this can create a sense of “out of sight, out of mind,” even when you’re delivering strong technical work. Communication and coordination can also be tricky. Meetings may get scheduled around who’s in the office, and joining remotely can make it harder to contribute or influence outcomes. For cross-functional STEM roles, that extra friction can slow progress or make it harder to advocate for your ideas. There’s also the mental load of managing the ongoing logistics. It can be difficult deciding when to be on-site, planning around lab or equipment access, and figuring out when in-person presence actually matters vs. when remote work is more effective. Without clear expectations, it’s easy to wonder how visible you need to be and how in-person presence impacts performance evaluations, promotions, or future opportunities.
Strategies for hybrid success
Navigating hybrid work cultures starts with deliberate communication, collaboration, and time management. Make a habit of sharing project updates regularly, whether that’s through team channels, project management platforms, or hybrid meetings. Even small wins and other updates, like an experimental breakthrough or a new analysis method, deserve visibility so colleagues and managers understand the impact of your work.
Being strategic and mindful of your time, both in person and remotely, makes a big difference. Reserve remote days for analysis-intensive tasks and in-person days for experiments, technical troubleshooting, or collaborative problem-solving. If you can’t attend a meeting in person, try to engage actively by asking questions, sharing ideas, and following up afterward to reinforce your presence.
Relationships and mentorship are essential for career growth. Hybrid work can make informal networking more difficult, but you can create your own opportunities. Schedule short virtual coffee chats or in-person meetups with colleagues, mentors, or decision-makers. These meetings are a chance to be seen and known beyond your work output, while helping you build rapport and share ideas that might not organically come up in more formal settings. Use these interactions to discuss project progress or challenges you’re facing, ask for feedback in a particular area, or show interest in any cross-functional or multi-site initiatives.
Finally, time management and organization are your friends. Keep track of critical meetings, lab or equipment access, and deadlines, and make a point to communicate your availability to your team. The more deliberate you are about where and how you work, the more efficient and visible you can be. People notice, and it goes a long way toward setting yourself up for long-term success.
This article originally appeared in the Career Connection column in the February 2026 issue of CEP. Members have access online to complete issues, including a vast, searchable archive of back-issues found at www.aiche.org/cep. Learn more about AIChE membership.
