How to Pick the Right Hybrid Work Model

A decade ago, going fully remote was a radical idea. By 2020, though, more than five-million people were working remotely in the US alone — before the pandemic put a lot of companies in crisis mode, coping with staffing shortages and government regulations. In 2016, I left a lucrative position at one of the largest news organizations because leadership refused to accommodate my need to work from home. Nevertheless, while there are several reasons innovative organizations are converting from in-office to remote employment, for many there are certain roles that simply cannot be performed from home — along with other concerns about distractions, collaboration difficulties and employee loneliness. For these institutions, most likely developing their ‘return to work plan,’ the hybrid work model may be most appropriate. The companies that base their HR strategy and workplace policies on what we’ve collectively learned during COVID will be the ones to benefit from the improved morale, productivity and cost savings made possible by work flexibility.

Employers may be ready to increase in-person presence, and even return to office work full time, but many of their workers aren’t. The disconnect may also be deeper than most business and HR leaders understand. 

Although more than 75% of C-suite executives expect their core employees to return to the office at least three days a week, more than 50% of their workers want to continue working from home at least three days a week. Eight in 10 say working remotely after the pandemic would make them happier, and more than half will quit their job or look for a new job if their employer switches back to in-office employment. In addition, though managers of remote teams are most concerned about employee productivity and only 11% are worried about employee burnout, only 1% of all remote workers reported a decrease in productivity since moving out of the office and more than half said they’re working more hours than they used to.

This is why companies seeking to retain (and recruit) top talent amid “The Great Resignation” must incorporate work flexibility into their HR strategy to narrow the gap between employer expectations and employee needs — and what we’ve learned from our remote experiences before and/or during the pandemic must inform how we run our businesses, in and outside the physical office. 

In other words, if you refuse to adapt to the changing needs of your workers, you won’t merely underperform; you may face serious retention, engagement and talent acquisition issues during a nationwide “war for talent.”

The Facts about Remote Work and Work Flexibility

While more than half of workers say they prefer working from home all the time, 78% also say they feel “more included” when working in the office. In other words, most employees probably want a combination of both. Indeed, a little more than a year into the pandemic more than eight in 10 workers already preferred a hybrid work model, and 63% of high-growth companies had adopted a “productivity anywhere” workforce model. 

Of course, not everyone is convinced about the benefits of a hybrid work model: Callum Adamson, co-founder and CEO of Distributed, thinks “it's better to go completely remote;” and Joseph Woodbury, co-founder and CEO of Neighbor, believes we should return to the office full time. Here’s how Woodbury explains his thinking:

• It’s one thing to watch an important sports game on TV, but it’s another experience entirely to attend the game in person cheering shoulder to shoulder with fellow fans. 
• It’s one thing to hear a song on the radio and another entirely to see it performed in full concert alongside other enthusiasts. 
• It’s one thing to develop a friendship or relationship online, and another to build that friendship or relationship in person, face to face, especially with a colleague in a company. 
• It only takes one glance at Facebook to see that people talk to each other very differently (and make very different assumptions) online than they do in a face-to-face, personal interaction.

For Woodbury, enough studies have been conducted demonstrating that remote workers work longer hours “due to much less efficient productivity during the day.”

Of course, there are just as many studies showing that remote workers work longer hours because they choose to — and are more productive. Studies by Owl Labs, Buffer and others have revealed that remote workers typically spend 10 minutes less a day being unproductive and are 47% more productive overall. 

Historically, 25% fewer employees quit their jobs with companies that allow remote employment. And seven out of 10 millennials, who already account for more than one third of the workforce, would give up other benefits to work remotely.

Before COVID, 97% of all employees were seeking flexible work in the long term and more than three quarters said they’d be more loyal to their employers if they offered flexible work options. Now, 94% of employees who began working remotely as a result of the pandemic want to continue working from home at least part of the time for the rest of their career, and 99% of those working remotely before COVID said the same. 

Why? Because remote work helps workers maintain a proper work/life balance (or blend), which improves employee morale. And since happy and healthy employees are better employees, this balance translates into more and better work, improving ROI for the business.

• Remote workers work more than the standard 40-hour workweek 43% more often than onsite workers (Owl Labs)
• Companies with remote staff experience 41% lower day-to-day absenteeism and significantly less ‘executed’ vacation time (Gallup)
• Employees who work remotely half of the time save the equivalent of 11 workdays not commuting, and full-time remote workers save the equivalent of 33 or more (Global Workplace Analytics)
• The work completed by remote workers has 40% fewer quality defects (Forbes)
• Companies that offer work flexibility experience more than 20% higher profitability (Gallup)

As a result  — even with some remote employees reporting difficulties “unplugging,” communicating across time zones and avoiding loneliness during COVID — the majority of HR leaders and business executives are rethinking their workforce/workplace strategy for 2022 and beyond.

Work Flexibility: Behind the Numbers

Even before COVID, three fourths of talent professionals considered work flexibility and remote employment very important to the future of human resources and recruiting, and many industry-leading organizations had already implemented a fully remote workforce strategy for the long term. For example:

• American Express, in financial services
• Amazon, in tech
• Hilton, in hospitality
• Netflix, in entertainment
• Williams-Sonoma, in consumer goods
• Johnson & Johnson, in health
• General Dynamics, in aerospace and defense

In Spring 2020, Meta (then Facebook) CEO Mark Zuckerberg said as much as 50% of his company’s workforce would be working remotely in the next five to 10 years, adding that his staff felt: “Hey, if I do not have to come in... then I’m going to be more efficient.”

Other companies aren’t waiting at all. For instance, Drugstore chain Rite Aid is giving up its longtime Harrisburg, PA, location for a smaller office in urban Philadelphia, where most employees will only come in for meetings — as rarely as once or twice a month, or even less.

“Initially, we thought that this is a talent play — that we want to hire the best people no matter where they live and that we had to give people flexibility to work remotely,” said Jessica Kazmaier, Rite Aid’s chief HR executive. But soon the C-suite realized “this was better from an employee wellness standpoint, that there was a real outcry to work from home.”

Meanwhile, REI, the outdoor recreation retail titan, is selling a brand-new eight-acre suburban Seattle campus and planning to erect a network of small satellite offices for employees who will mostly work from home.

Twitter and Shopify made headlines, choosing to go fully remote in 2020. 

Even New York City-based branding, marketing and CX agency R/GA has adopted a new work-from-home policy; even though R/GA’s state-of-the-art Manhattan office had been featured in Architectural Digest and the award-winning Workplace: The Connected Space Documentary, its employees were more productive working from home and expressed through company surveys the desire to return to the office no more than one or two days a week. So, R/GA listened.

For all these companies, Human Resource Executive explains, “the driving force behind these shifts is less about lowering the rent and more about upping the corporate culture — to create a flexible environment that will keep existing employees happier and help attract new ones, while sparking new ideas about how to best collaborate and innovate.”

Indeed, what we all need to understand is that remote work works — and works well — for companies with a strong culture, clearly defined roles and responsibilities, open communication channels, effective, empowering management, and a modern, comprehensive and inclusive benefits package. On the other hand, for organizations that are lacking in these areas, switching to remote or hybrid work is likely to expose weaknesses and create additional turmoil.

This is why, if you’re going to go remote or hybrid, you must do it right.

Fully Remote or Hybrid, Here’s How to Do it Right

According to Global Workplace Analytics, only 56% of the non-self-employed workforce could work from home. This means there’s a likelihood your company couldn’t go fully remote, even if you wanted to, and there’s even a possibility that a hybrid option wouldn’t apply. Obvious examples include factory workers, brick-and-mortar retailers and restaurant employees.

For those with office employees, though, there’s no reason not to at least research work flexibility and whether offering it at your organization could improve employee performance and wellness, as well as benefit your retention and recruitment efforts.

After going fully remote, the hiring solutions provider Proven identified a variety of advantages, including fewer employee distractions, a comfortable work atmosphere and low operating costs. So, Proven interviewed leaders at 38 of the other most successful remote companies to determine what characteristics they all shared. The results showed they: 

• Overcommunicate
• Require accountability
• Nurture self-motivation
• Work to build trust among employees and management
• Use collaborative tools like Slack and Zoom

According to Jody Grunden, partner and Virtual CFO of Summit CPA Group, “managing and incentivizing your employees” and “making them feel part of a team and important to the success of the company” are critical to making remote or hybrid work work. 

At Wordfence, “We do not micromanage and we trust our team to do their job to the best of their ability,” says co-founder and COO Kerry Boyte. “Trust allows us to give team members freedom to explore new ideas and innovate on existing products. As a result, our team continues to deliver.”

For Go Fish Digital co-founder and partner Brain Patterson, it’s all about “taking advantage of video chats, collaborating often using your project management software, sharing lessons learned and new information in your team portal, and setting up recurring meetings with management to discuss your projects.”

As Zinc CEO Stacey Epstein has said, "the modern workforce is increasingly mobile, collaborative [and] dynamic, and comprises multi-generations” — all with their own work styles and communication preferences. So, before beginning any transition to remote or hybrid employment, you must perform the necessary legwork.

Mastering the Management of a Remote/Hybrid Team

Whether you’re starting from scratch or evaluating and iterating an existing workforce strategy, you must start by engaging corporate leadership, middle management, and your workers. Although the final strategy may come from HR or operations, the entire leadership team needs to embrace it, and your employee-facing managers need to be its evangelists; their teams will provide the most accurate analysis of what it’s actually like to work in the office and at home. As Virgin Airlines founder Richard Branson says, a good leader should be listening twice as much as they’re speaking.

Let me reiterate: it doesn’t matter if you’ve chosen remote or hybrid, including your employees will be critical. Bad managers cost the US economy about $400 billion annually, but the three in 10 people who possess a high or even basic talent for management contribute to a combined 48% higher profit for their companies. While good managers help their teams achieve excellence, bad managers lose their team members (50% of employees have left their job to get away from their manager!). And since managers need to understand what tactics to apply to ensure their team meets business goals and every team member feels appreciated and respected, leadership must support managers in expanding their management capabilities.

Start Here

With company leadership:

• Work to establish an appropriate cadence for celebrating employee successes, embracing new opportunities, and identifying and addressing emerging issues and potential risks
• Host daily meetings to discuss employee successes, new opportunities, emerging issues and potential risks
• Host monthly and quarterly leadership meetings

With middle management:

• Create a manager handbook that guides managers in:
• Defining expectations, roles and responsibilities
• Promoting accountability
• Fostering consistent communication
• Train managers in support of the handbook guidelines
• Enroll managers in an online course for managing remote teams
• Host an annual manager-only retreat
• Host monthly manager meetings

Technology

Fast Company predicts that applications designed for remote work will soon be the preferred form of communication. The following software will help you optimize all aspects of managing a remote or hybrid business.

To streamline your HR processes, consider: 

• Breezy, for recruitment and hiring
• ADP, for payroll, benefits and talent management
• Engagedly, for performance management, one-to-one employee feedback, cascading goals and employee surveys
• UserGuiding, for onboarding new hires to digital platforms, with interactive guides, in-app tips, announcement modals and self-serve resources

Or, you could go with an all-in-one HR platform like: 

• BambooHR, for small and midsize businesses, focused on hiring and onboarding, attendance, benefits and compensation management, and people data and analytics
• Monday.com, an open platform that allows HR managers to build custom solutions, targeting hiring, onboarding, performance and payroll, with 360-degree feedback and a self-service portal

To ensure consistent, fruitful communication, there are numerous options, including:

• Slack, offering daily morning ‘stand ups,’ team channels, working groups, companywide announcements, and a water cooler feature
• Zoom, which integrates with Slack for video conferencing and one-on-one video calls

To optimize project management processes, research the various highly rated options, as this software must align with the way you do business. To get started, consider requesting a demo from the following: 

• Jira, for agile project management, with planning and real-time visual tracking
• Trello, for managing projects, organizing tasks and collaborating
• Basecamp, for project management, with message boards, to-do lists, schedules, in-app docs, file storage, real-time group chat and automated check-ins
• Asana, for project management, including agile project management, as well as campaign management, creative production and remote collaboration

Corporate Training and Continuing Education

Since nearly 40% of remote workers and 15% of remote managers receive no training on how to work remotely, you can demonstrate (from day one, for new hires) that your organization is different. To do so, train everybody on all processes, procedures and guidelines, as well as the software you use to conduct business. For many, video is most effective, and there are apps designed for screen recording that allow you to model and share best practices. But not everyone learns the same.

Adaptive Learning

According to eLearning Industry, adaptive learning is “the future of employee training.” Designed to enable corporate training anytime and anywhere, while improving employee engagement, adaptive learning adapts to the learner by analyzing performance historically in real time and modifying teaching methods based on the data.

The employee that needs more background, explanation or practice gets it; the employee who doesn’t skips past — and the training lasts only as long as necessary for each individual.

Creating Community

Particularly in a remote or hybrid environment, in which employees and managers primarily communicate through video and messaging apps, it’s critical to develop a company culture and connected community. Although company culture is developed over time and originates with the values and goals of leadership, the following methods have proven successful in facilitating or expediting the process: 

• Regular CEO-led virtual company gatherings
• Monthly company ‘work not work’ meetings, during which one employee presents a skill, hobby or interest not directly related to work
• Weekly team meetings
• Bi-annual or annual in-person retreats
• Virtual events, like happy hours, book clubs and yoga
• Recruitment bonuses

Team Building

Perhaps the most effective way to create community (while reducing wasted resources) in the workplace is through active team building. In February 2020, 14 “experts” told Forbes what’s worked for them. 

For a teambuilding activity to be effective, it must:

• Align with the company’s priorities and business goals (Loren Margolis, Training & Leadership Success LLC) 
• Be designed with — and not for — the team (Linda Allen-Hardisty, Allen-Hardisty Leadership)
• Be based on how team members “like to be appreciated,” “wish to be connected” and choose to have fun (Kyle Cromer Elliott, CaffeinatedKyle.com) 
• Begin with a clear “measure of success and what will help [participants] accomplish this measure” (Christine Rose, Christine Rose Coaching & Consulting) 
• Be “authentic without being overly intrusive” (Karyn Gallant, Gallant Consulting Group)
• Encourage all participants to “flag concerns and solve issues in advance” (Laura Camacho, Mixonian Institute)
• Ask the right questions (Inga Bielińska, Inga Arianna Bielinska Coaching Consulting Mentoring)
• Identify and aim to solve real challenges faced by the team (Sameer Khan, Inspiring Insights LLC)
• Offer a clearly communicated outcome (Ashley Good, Ashley Good Coaching & Consulting)
• Conclude with “realistic expectations” and future commitments from management (Palena Neale, unabridged)

Perks and Benefits

Although a lot of workers are willing to sacrifice traditional benefits for work flexibility, there’s great value in enhancing the traditional benefits package with other more employee-centric and timely perks and assistance.

In addition to job flexibility and L&D opportunities, consider expanding your benefits offerings to include:

1. Mental and Behavioral Health

Even before the pandemic, the vast majority of workers believed their employers should have a mental health policy. With COVID-19 creating short- and long-term psychosocial and behavioral health implications, the need has increased significantly. By November 2020, the National Center for Health Statistics found that more than a third of adults were experiencing anxiety disorder symptoms, up from only 8% the year before.

2. Paid Sick Leave and PTO

For years the trend in HR was to combine sick and vacation days into a PTO bank, but this increased the number of employees working through maladies, which increased the spread of illness in the workplace. Now, with worker safety an unavoidable priority, forward-thinking employers are:

• Reverting to separating sick days and PTO
• Encouraging employees to stay home when they feel ill, in line with CDC recommendations
• Providing unlimited PTO, improving employee recruitment and retention, as well as preventing carryover and payouts
• Allowing employees to donate excess PTO to fellow employees, improving team morale

3. Telehealth and Virtual Care

When you offer virtual care to your employees, they have 24/7 access to doctors and other providers at times that best suit their busy lives. By offering virtual care to your employees, you can cut down on sick days and daytime absences for appointments, as well as demonstrate a true understanding of the importance of work/life balance.

4. Digital Health

In addition to what has traditionally qualified as telemedicine or virtual care, employers are now offering stipends to employees to invest in other forms of digital self-care. This can include apps for meditation, sleep tracking, meal planning, physical fitness, and even maternity. The annual fee for most mobile apps is relatively low, and some even offer bulk discounts to businesses, allowing HR departments to deliver ROI by demonstrating care for their employees at little financial cost.

5. In-Home Care Delivery

The pandemic accelerated the transition from care facilities to home care, but the trend had begun some time ago. Home care is more economical, and it’s where patients want to receive care, so — especially in a hybrid or remote work environment — consider providing your employees access, whether for medical, behavioral or palliative care, or even social services.

6. Family Wellness

At a time when travel outside the home is limited, adults are working from home and some children are still homeschooling, offering financial assistance and other benefits to the entire family not only demonstrates your commitment to and appreciation for your employees, it may directly impact your workers’ physical and emotional health, as well as their productivity.

As part of your family wellness program, consider offering family health coaching, fitness classes, meditation, yoga or massage, and/or online kid-friendly events and family challenges.

7. Care for Caregivers

Since the pandemic began, parents have spent nearly 30 additional hours each week on household chores and childcare — and about half of us feel work performance has suffered.

Fortunately, on-site preschools and nurseries are no longer the only options; forward-thinking companies have developed alternative solutions to help employees regain focus, including:

• Increasing job flexibility, such as allowing parents (and remote/hybrid workers) to work early mornings or nights
• Extending their paid family caregiver leave policy
• Offering in-home childcare
• Creating a childcare referral service, with stipends for expenses
• Providing an online caregiving assistance program 

8. Personalized Wellness

Like personalized marketing, designed to appeal to a specific audience based on their interests, pain points, motivators and demographics, personalized wellness individualizes benefits based on the needs and goals of your employees. Get creative, and promote your unique offerings in your employee recruitment and retention efforts. They could include:

• Student loan repayment
• College tuition reimbursement
• Gamified challenges, with incentives
• Tickets or discounts to sporting, musical or theatrical events
• Pet insurance
• Higher education investments for dependents (e.g., a 529 plan)
• Health coaching, gym memberships, self-care subscriptions and massage or acupuncture
• Meal plans and snacks
• Half-days and mental health days
• Local one-day and weekend retreats
• Additional holidays, like Election Day and Juneteenth
• Travel stipends and car service

9. Financial Wellness

The majority of workers live paycheck to paycheck, and almost half of all US households would struggle to cover even a $400 emergency expense. Needless to say, this causes stress — and since the outbreak of COVID-19 more employees are financially stressed than ever before. What’s worse: financial stress causes a 34% increase in absenteeism and tardiness.

To facilitate improved financial wellness across your organization, consider offering: 

• Payroll-deduction emergency savings accounts
• Student loan debt contributions or tuition fee reimbursements
• Complimentary meetings with financial advisors
• Workshops on topics like reducing debt or budget planning
• Stipends for digital financial tools that provide on-demand financial advice or customized training and e-learning

The Hybrid Office

The companies that base their HR strategy and workplace policies on what we’ve learned during COVID will benefit from the improved morale, productivity and cost savings made possible by work flexibility. Of course, some jobs simply cannot be performed outside the office. For organizations that want to retain and recruit top talent, the best solution may be a hybrid work model — and for many this may require an initial investment in modern design.

Trust me, you won’t be alone: 

• By August 2020, nearly seven in 10 CEOs were already planning to downsize their office space (KPMG)
• Between January and October 2020 alone, interest in “agile workspace” strategies grew 500% (Nai Kanell, SpaceIQ)

With its Open Work program Twilio discovered less than 5% of its global staff needed to be on site daily, and has fully embraced flexibility. At Ford, where 70% of employees have expressed interest in a hybrid schedule, global design director Jennifer Kolstad has promised to “create a new landscape of work.” James Gorman, CEO of Morgan Stanley, told Bloomberg the international financial services institution can now operate with “effectively no footprint.” Google’s parent company Alphabet has pulled out of its deals to acquire more office space. Nationwide is closing five offices and transitioning those office employees to remote workers. Starbucks is “hoteling” employees in reserved office spaces only when they need to collaborate with others. Zendesk increased its use of remote work by 10 times. And industry disruptors and fast-growing startups have served as models for multinational corporations seeking new, inventive ideas for hybrid office design.

Since the hybrid work model is defined by flexible schedules and shared spaces, modern offices no longer need to be expansive, heavily divided or strictly assigned. A hybrid office is designed to support in-person collaboration and remote work, with the in-office environment allowing employees to freely choose from different types of spaces and move frequently between office and home. Rather than being taken for granted as a place where employees automatically clock in every day, offices are now being designed (and redesigned) as strategic centers for innovation and collaboration. 

Your hybrid office could include: 

• Wifi-enabled spaces for connecting with remote staff 
• Technology to book meeting rooms and private spaces 
• High-quality conference room technology
• Configurable office furniture that is easy to move around
• Open-space common area and/or lounges with non-work activities
• Combination of collaborative team-working spaces and private spaces
• Unassigned seating
• Cafe, fitness center, yoga/meditation room, library and/or other amenities that can inhabit the spaces left open by the decrease in office workers

Six Steps to Improve Productivity, Work Quality, Wellness and ROI with a Hybrid Workforce Strategy

To ensure you incorporate all the features your employees and management believe will most improve productivity, work quality and wellness, be sure to take the necessary steps before engaging in a potentially costly project. Like any investment, this one needs to deliver ROI.

1. Survey your employees about what they want and don’t want in an office space
2. Leverage occupancy sensors for valuable metrics such as peak occupancy, average daily occupancy and percentage use of private versus collaborative spaces
3. Develop a hybrid (or remote) work policy, clarifying which employees can work from home and when, hours employees are expected to be available, how employees are expected to communicate and how quickly they should respond to communications during a typical workday
4. Include employees in purchasing decisions by holding morale-boosting polls on preferred designs (e.g, blueprints) and furniture and other equipment purchases — with incentives/prizes for voting for the winners
5. Employ your IT, operations, marketing and HR managers/directors in demoing and selecting the best technology options for your organization
6. Continue to survey, test, iterate and optimize

Remote Working and Hybrid Working FAQs

1. What is the difference between remote and hybrid? 

The remote worker works entirely from home; the hybrid work model is designed to support in-person collaboration and remote work, with the in-office environment allowing employees to freely choose from different types of spaces and move frequently between office and home.

2. What are the benefits of remote work?

Remote workers work more than the standard 40-hour workweek 43% more often than onsite workers; experience 41% lower day-to-day absenteeism and significantly less ‘executed’ vacation time; save the equivalent of 33-plus days in commuting time; produce work with 40% fewer quality defects; and create 20% higher profit for their employers.

3. What are the benefits of hybrid work?

Only 56% of non-self-employed workers could work from home, even if they wanted to, and though more than half of workers say they prefer working from home all the time, 78% also say they feel “more included” when working in the office. The hybrid work model is the best of both worlds, defined by flexible schedules and shared spaces, and designed to optimize collaboration and innovation.

4. What is the number-one mistake HR leaders and C-suite executives make in implementing a remote or hybrid work model?

Companies with a strong culture, clearly defined roles and responsibilities, open communication channels, effective, empowering management and a modern, comprehensive and inclusive benefits package are most likely to succeed in implementing a remote or hybrid work model. Organizations that are lacking in these areas could expose weaknesses and create additional turmoil by switching their workforce/workplace strategy. The biggest mistake they often make is using a top-down approach, requiring new working habits without obtaining full buy-in from middle management or consulting with those most directly impacted.

5. What are the best companies offering hybrid or remote jobs?

While it’s hard to determine which employer would be best for a particular employee, there are many small companies, industry-disrupting startups and international corporations across industries that are now offering remote or hybrid work options to their employees and recruits. Some of the most well-known are Twitter, Shopify, Amazon, Cisco, Dell, American Express, Wells Fargo, Hilton, Netflix, Aetna, Johnson & Johnson, UnitedHealth Group and General Dynamics.

Image Credits (in order of appearance)

1. Photo by Ben Kolde on Unsplash: https://unsplash.com/photos/FaPxZ88yZrw
2. Photo by Jaime Lopes on Unsplash: https://unsplash.com/photos/0RDBOAdnbWM
3. Photo by BRUNO on Unsplash: https://unsplash.com/photos/azsk_6IMT3I
4. Photo by Harry Cunningham on Unsplash: https://unsplash.com/photos/1-Osp6CvhXc
5. Photo by krakenimages on Unsplash: https://unsplash.com/photos/Y5bvRlcCx8k
6. Photo by Christina @ wocintechchat.com on Unsplash: https://unsplash.com/photos/vpa6e3Hqy9U
7. Photo by Wes Hicks on Unsplash: https://unsplash.com/photos/4-EeTnaC1S4
8. Photo by Surface on Unsplash: https://unsplash.com/photos/XdWkFaHI97c
9. Photo by Erik Brolin on Unsplash: https://unsplash.com/photos/ZARfCYDaVg0
10. Photo by myHQ Workspaces on Unsplash: https://unsplash.com/photos/ZMK4lzeuCLo
11. Photo by Gia Tu Tran on Unsplash: https://unsplash.com/photos/xwIcKL06hB4