Organisations are now seeking to blend remote and in-office work by instituting hybrid models, but this shift presents complex challenges for both employees and employers. From maintaining morale and productivity to ensuring fairness across teams, companies must approach these policies with sensitivity to employee experience and the diverse needs within their workforce. This is imperative to ensure fairness and avoid discrimination for employment terms.
The growing push to return to the office
During the pandemic, working from home (WFH) transitioned from an unacceptable practice to a necessity almost overnight. Remote work became widespread, enabling companies to continue their operations from home. Since then, recruitment strategies have needed to consider flexibility to attract talent, leading to a workforce with varied commitments to office days and times. It’s not surprising then that the pendulum, which swung from a fully office-based model to one emphasising flexibility to attract and retain staff, is now finding its balance somewhere in the middle.
Flexible working has highlighted the benefits of WFH, including lower operational costs, increased access to global talent, and in many cases, productivity gains. However, recent data suggests that some businesses now believe hybrid or in-office work is essential for fostering collaboration, maintaining company culture, and supporting innovation. New and inexperienced employees require both nurturing and support and the opportunity to be immersed in and invested into the business ethos and culture. These are best achieved through personal connections and time in the office with their team and peers. Many organisations are already addressing the need to re-balance these dynamics.
Amazon, for example, mandated three days per week in the office which commenced in 2023, citing a need to reinforce “collaboration, learning, and community” in its work culture (Reuters). Apple has similarly implemented a three-day in-office policy, reasoning that in-person interaction is critical for creativity and problem-solving. This move highlights the growing awareness among employers of the potential drawbacks of remote work, such as communication challenges and the potential for employee isolation (The Verge 2023). However, this return-to-office trend has sparked debates about the ideal balance between flexibility and structure, placing HR departments at the forefront of managing these transitions. The importance of HR’s role in being guided by balance and fairness, whilst considering both employee expectations and employer needs, will be paramount to a company’s success. Get it wrong, office morale may suffer, and staff turnover could increase due to over-restrictive policies – policies which would now also act as a deterrent for recruitment.
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Balancing flexibility with structure: The hybrid model
The hybrid model, where employees are required to work a set number of days in the office while retaining some work-from-home privileges, is a popular compromise. According to a 2023 survey by McKinsey, 58% of companies adopting a hybrid approach allow for three days of in-office work, often set on specific days, like Tuesday through Thursday.
For employees, this hybrid model offers some flexibility but also introduces new challenges. The transition can be difficult, especially for those who have adjusted to working remotely, and balancing on-site requirements with personal and family commitments may add stress. Research suggests that remote work has been particularly beneficial for working parents and caregivers, who now face the challenge of managing their professional responsibilities alongside the new expectation of in-office presence.
For businesses this model presents several advantages.
First, it allows employers to maintain some level of office engagement, which can enhance team cohesion, encourage spontaneous collaboration, and strengthen company culture. Additionally, the presence of employees in-office a few days a week supports onboarding and mentorship processes, which are often more challenging in a fully remote setting. However, as companies implement hybrid schedules, it is crucial to be mindful of fairness and avoid disparities in expectations and treatment across roles and departments.
The set days model, for example being office-based on Tuesday to Thursday, can bring multiple benefits to the business, whilst also setting clear expectations for the team. This allows full team presence for meetings, encourages collaborations, and nurtures the organisation’s culture. Although the office space must accommodate full staff on these set days, working from home on Friday to Monday significantly reduces resources and maintenance costs. With no need facilities, services or heating on these days (equivalent to 40% of the working week), the business can achieve significant savings while supporting flexible work and protecting organisational culture.
Fairness and equity in return-to-office policies
One of the most significant concerns with the hybrid model is ensuring fairness in policy application. For example, Employees who live farther from the office might bear additional commuting costs and time burdens. Additionally, those with disabilities or caregiving responsibilities may find mandatory in-office days more disruptive than their colleagues.
Fairness in these policies requires HR to consider diverse employee circumstances and potential accommodations. PwC, for example, has been proactive in implementing a “work from anywhere” policy for some roles, allowing for more flexibility to meet individual needs. Google has adopted a case-by-case approach, giving employees the option to apply for fully remote status while setting clear expectations for on-site teams.
Employers can also offer flexibility in the specific days employees come to the office, allowing individuals to choose days that align better with their schedules or responsibilities. By offering options, companies can support employee well-being, which in turn can boost morale and loyalty.
However, it is largely this fully flexible approach which has led companies to now develop new policies. These newer policies aim to ensure consistent office presence across all staff, to develop and encourage culture and teamwork and encourage full team presence.
The role of HR in supporting employee experience during the transition
HR plays a central role in this shift, responsible for implementing policies that both align with organisational goals and prioritise employee experience. Transparency, flexibility, and communication are vital for ensuring a smooth transition back to the office. Here are several best practices that can guide HR in managing these transitions:
Communicate clearly and frequently: Clear communication is essential for employees to understand the reasons behind in-office requirements and how they align with company goals. Leaders should regularly share updates on policy changes and solicit employee feedback, which can help HR teams identify potential issues and address them before they affect morale.
Offer accommodations when needed: Employees have different personal circumstances, and HR should be prepared to offer accommodations on a case-by-case basis, such as flexible start times or reduced in-office requirements.
Monitor and adapt policies based on feedback: Implementing a new model should be treated as a pilot. Gathering employee feedback through regular check-ins and surveys enables HR to assess the effectiveness of the hybrid approach and adjust as needed. This approach shows employees that the organisation values their opinions, promoting a sense of inclusion and respect.
Consider long-term impact on employee experience: A poorly implemented return-to-office policy can erode trust and loyalty, while a fair and flexible approach can enhance employee experience. HR departments should work to create a supportive work environment where employees feel valued, regardless of whether they are remote or in-office.
The potential business implications of return-to-office policies
In addition to impacting employee experience, return-to-office policies can have broader implications for business performance and costs. For instance, a hybrid model may increase operating expenses related to office maintenance and supplies. Conversely, studies have shown that employees who are allowed some flexibility often exhibit higher productivity and job satisfaction, which can offset some of the costs associated with a physical office.
However, bringing employees back to the office can lead to increased turnover if not managed carefully. It is therefore crucial to approach this transition objectively and adhere to local policies. According to a Gallup survey, 37% of remote-capable employees reported that they would likely leave their job if required to work in the office full-time. This statistic highlights the possible catastrophic impact of a badly implemented work policy, and likewise, also hints at the hard task for recruiting new employees on the same terms. As companies request office work, the manner in which they do so, their responses to staff concerns, and the overall employee sentiment can significantly affect the company.
Negative press and perceptions of such policies as strategies to reduce staff count (via redundancies) are easily found online. Thus, the importance of communication, fairness and balance whilst being sensitive to employee preferences and needs is paramount to reducing turnover risk. And to avoid potential conflicts, businesses should take heed from HR and manage communications respectfully.
Case studies: How leading companies install return-to-office policies
Several leading companies are taking innovative approaches to the return-to-office transition:
- Salesforce has adopted a “success from anywhere” approach, allowing employees flexibility in how and where they work. The company offers options for fully remote, office-based, and hybrid arrangements depending on individual roles and business needs.
- Microsoft has taken a balanced approach, requiring employees to spend 50% of their time in the office while allowing flexibility in how they schedule their workweeks. This model aims to maintain the benefits of in-person collaboration while still providing employees with a high degree of control over their time.
- Spotify introduced a “work from anywhere” policy in 2021, allowing employees to choose whether they work in the office, at home, or a mix of both. This policy has been well-received, contributing to a positive reputation for Spotify as an employee-centred workplace.
Looking ahead: While the above examples make it look easy, some industries and functions can embrace full flexible policies easier than others.
As the workplace continues to evolve, businesses have an opportunity to lead by example by fairly viewing the employee and company’s needs to gain synergy, optimal gains and a resilient, loyal workforce. Embracing this change and remaining open to feedback will allow companies to build workplaces that are as agile as they are employee-centric, securing a competitive edge in retention and recruitment as the workplace pendulum settles post pandemic.
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