Navigating the Return to Office: Unveiling the Risks of a Mandated Approach
The return-to-office trend has been an ongoing, prominent topic of discussion, dominating headlines and sparking debates among professionals and leaders. Organizations worldwide are now contemplating the shift back to even more days in the traditional office setting, with some CEOs even anticipating a full return within the next three years, as indicated by a recent KPMG survey. However, this seemingly straightforward decision holds a myriad of complexities that demand careful consideration.
Evolution of the Return to Office Trend
In the wake of the COVID-19 pandemic, remote work emerged as a viable and successful alternative for many professionals. Hybrid work models gained popularity, allowing employees to maintain flexibility while delivering results. In fact, the data shows that hybrid work increased worker productivity, post-pandemic. Despite these advancements, a surprising number of organizations are opting for a complete about-face, calling employees back to the office multiple days a week.
The KPMG survey's revelation that 64% of CEOs foresee a full return to the office by 2026 raises eyebrows. Their desire to have people back in the office is so great that they’re considering rewarding employees for doing so, providing favorable assignments, raises, or promotions—a move that doesn’t align with the evolving needs and preferences of the workforce.
It makes me wonder, “Are leaders genuinely questioning the necessity of a complete return to the office, or are they merely following the crowd, or perhaps satisfying their own personal preference?”
The Human Element: Productivity and Preferences
While some individuals may miss the occasional office day for face-to-face interactions and a change of scenery, the one-size-fits-all approach of mandated in-office work is contentious. Many have demonstrated that remote work can be highly productive, with some individuals surpassing their pre-pandemic efficiency levels. This questions the perceived increase in productivity CEOs seek, particularly in professional work environments conducive to remote work.
The Importance of Dialogue
When contemplating such critical decisions, engaging in a thoughtful dialogue is paramount. CEOs and people leaders must consider the implications, weighing the benefits and drawbacks of a mandated return. Asking and reflecting on generative questions, such as:
What are we trying to achieve in mandating a complete return to the office?
Are there alternative methods that can achieve the same desired results?
What unintended consequences might arise? i.e., diversity, equity, and inclusion (DEI), mass attrition, etc.
What lessons can be gleaned from companies that have already mandated a full return? (Grindr experienced a significant staff exodus when it required employees to return to offices in specific hub cities.)
How far apart are we? (in terms of what leadership wants and what employees want) – the latest data shows they’re close to converging on a preferred hybrid split of 2 days in the office. So, again, what’s the problem we’re trying to solve?
As organizations grapple with the decision to mandate a full return to the office, it is imperative to consider the diverse perspectives and potential consequences. A one-size-fits-all approach may not align with the evolving landscape of work preferences and may even lead to unintended negative impacts on your workforce and your organization’s overall success. Engaging in open dialogue, learning from the experiences of others, and considering alternative solutions are crucial steps in making informed decisions that prioritize both organizational success and employee well-being.
If you or your organization are considering increasing your work days in the office or a complete return-to-office in 2024, let’s talk about your approach to ensure you’re making the right decision for your business and starting the new year off on the right foot. No one has time for a lot of heartache with little-to-no-return.
