<p>The article examines hybrid (office) work as a&#xa0;new working concept that is accompanied by major changes in the organisation of work. It analyses the associated potential strain factors and the following coping strategies of employees. Given the greater extent to which hybrid work (home office, mobile work, teleworking) is being used in the post-pandemic era, its significance has been redefined. In addition to the opportunities for balancing different areas of life, hybrid working concepts in the post-pandemic period involve risks of blurred boundaries, high demands on self-organisation and leadership responsibility, as well as difficulties in relationships with colleagues. Communication and cooperation must be negotiated and initiated more intensively than before. Employees are confronted with various (new) demands and expectations placed on themselves and their work, which culminate in four areas of tension. This gives rise to questions regarding coping strategies, which are of crucial importance in order to promote healthy hybrid working concepts.</p><p>Templated design recommendations seem impossible. Against this background, the article advocates taking the tensions into account when designing work concepts and occupational health and safety. The aim is to design hybrid work in a&#xa0;way that promotes health.</p><p><i>Practical Relevance</i>: The insights gained into the challenges of hybrid working will be used to make the new working concepts more conducive to health.</p>