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01798 890 021As the dust of the pandemic settles and feels somewhat of a distant dream (or nightmare), organisations globally are grappling with one of the most debated topics in the workplace today: the return-to-office policies.
Are these policies about fostering culture, or are they exercises in control? The answer is rarely straightforward. The needs of every employer will be different, and the implications for employee satisfaction, productivity, and retention could be profound and will differ according to individual circumstances.
In this blog, we’ll explore some of the factors behind the push to return to the workplace, and look at some strategies for businesses to navigate this in a way that works for both the organisation AND your employees.
The pandemic proved that flexible working is not just feasible but often highly effective. Businesses saw teams adapt and thrive while working remotely, proving that location does not always dictate productivity. However, as the world adjusts to post-pandemic life, we are seeing an uplift in many companies urging employees to return to the office—some part-time, others full-time in a renewed desire to have some human interaction and connectivity.
One of the strongest arguments for a return to the office is the preservation and reinforcement of company culture. In-office champions argue that in-person interactions foster collaboration, innovation, and a sense of belonging. The spontaneous water cooler conversations and brainstorming sessions are seen as irreplaceable components of a vibrant workplace culture that help people embed and engage in ‘the way we do things around here’, particularly new team members.
For organisations that have a strong focus on exceptional or personalised customer service that were forced to become agile overnight and be a remote service provider, they may simply want to just get back to the brand values they had worked hard to create pre-pandemic. I know as a customer it has at times been difficult trying to engage with organisations working from home. Maybe we have become Zoom/Teams weary.
For some organisations, the push to return is rooted in the desire for oversight. There is often a perception among some managers that productivity is higher when employees are visible. However, this perspective often confuses presence with performance, ignoring the results-driven metrics that often prove effective during remote work.
Not all jobs lend themselves to remote work. Industries like manufacturing, healthcare, and retail have roles that require physical presence. Additionally, many businesses have invested heavily in office spaces and want to maximise their use.
While companies deliberate on their policies, employees are clear about their preferences. Numerous surveys indicate that flexibility is no longer a perk but a priority. For many, the option to work remotely—even part-time—is a key factor in job satisfaction. Mandating a full return without flexibility can lead to disengagement and even a high exit rate as employees seek other more flexible roles.
Employees often interpret rigid return-to-office policies as a lack of trust and autonomy around managing workloads, and an implication that they aren’t doing what’s needed, when actually remote workers tend to do more because they no longer have the commute. Autonomy as a major driver of motivation and innovation—can be undermined when blanket policies prioritise control over outcomes. Of course, we also have to consider whether the application of blanket policies and rules suit everyone and don’t place organisation at risk of discrimination claims.
The debate isn’t about choosing between remote and in-office work; it’s about finding a balance that works for both the organisation and its employees. Below we set out our thoughts around strategies you could try:
Regular surveys and open communication channels can provide insights into what employees value most. By understanding their needs, organisations can design policies that foster loyalty and productivity.
Maintain regular catch ups and one-to-ones even if employees are remote, they are a simple and easy way to keep connected and understand priorities and workload commitments, but also stay on top of concerns or worries you or your employee may have.
Many companies are finding success with hybrid models, where employees split their time between home and office. This approach offers the best of both worlds: flexibility and opportunities for in-person collaboration, but time and space to get your head down and get on with some work, without the commute.
Shifting from time-based metrics to results-oriented evaluations can help managers build trust and empower employees to perform at their best, regardless of location.
Instead of viewing the office as a default workspace, consider it a hub for collaboration, team-building, training, knowledge sharing and innovation. Design spaces that encourage interaction and creativity. Think about encouraging “without meeting” time blocks for employees to spend time outside of structured meetings to collaborate, often the best work is done when people are given some freedom and flexibility to think outside of the box.
The intent behind return-to-office policies can often blur the line between culture and control.
Whilst companies must tread carefully, ensuring their policies align with their values and the needs of their workforce, employees also need to work with employers to be clear on what works for them and why, but also try and understand the company’s perspective. Is the request to return to the office valid and reasonable to delight customers/clients and build the business which would benefit all.
Ultimately, the most successful organisations will be those that prioritise trust, flexibility, and a shared vision for the future of work based on collaboration and consultation.
Not sure on how to develop working policies which are fair, flexible and beneficial not only to the employees but to your business?
Here at Metro HR, we can help you identify goals, business needs and understand where flexibility offers advantages.
Contact us at [email protected]and we can support you by working together collaboratively on strategies and policies tailored to you and your business.
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