The article identifies the features of implementing a hybrid work format that are necessary to understand the specifics of this approach and competently build management processes in an effort to make long-distance work more productive. The article considers an urgent problem associated with the development of a hybrid work format in the context of the transformation of social and labor relations. The inconsistency between the position of managers and employees on the issue of hybrid work format is shown. The difficulties of management and the reasons for the negative attitude of management in organizations at the level of middle managers have been identified. They must be taken into account when making appropriate adjustments to work with personnel and reasonably approach the choice of management tools and methods. The conclusions can be useful for employees and management to understand the emerging behavioral patterns, roles, and tasks of both in a hybrid model of labor organization and management, and to offset possible mistakes on the way to a business development strategy called hybrid work.