Impact of hybrid work on sense of belonging and resilience among software professionals

Abstract

The emergence of hybrid work models after the COVID-19 pandemic has changed the way of operations among software teams, reducing face-to-face interactions and challenging traditional workplace dynamics. In such settings, it is important to understand the experiences of the team members, especially the emotional and social factors influencing the employee welfare and team dynamics. This study examines the impact of hybrid work on the sense of belonging and resilience among software professionals. A qualitative approach was adopted, using semi-structured interviews with 10 participants from five multinational IT companies. Thematic analysis was conducted using both inductive and deductive coding, guided by Self-Determination Theory with the concepts of autonomy, relatedness, and competence. Findings reveal that physical presence alone does not guarantee belonging. Instead, the quality of interpersonal interactions, emotional connection, and inclusive practices, such as regular check-ins, camera-on meetings, and proactive leadership, play a critical role. Employees who felt supported and connected demonstrated stronger resilience, while those lacking engagement or informal interaction showed signs of isolation and reduced motivation. The study recommends promoting a camera-on culture during virtual meetings to enhance connection and reduce distractions. Meeting facilitators should actively engage remote participants through questions and prompts. Additionally, team-level informal activities, such as virtual fun hours, are encouraged to strengthen belonging among the team members working in hybrid settings