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The Workplace For a company like Google, Olsen says, often the justification for returning to the office is the concept that in-person collaboration spurs innovation, which creates a competitive advantage. The problem arises, however, when companies fail to adequately communicate to their staff why they have made the decision to require a return to the office. According to Baker, failing to justify that decision to talent can backfire, harming workplace culture, increasing turnover and dulling a company’s competitive edge. “A big part of a highly engaged team is having trust,” he says. “Companies need to articulate why they need employees back in the office, and I don’t think many companies have done that. ... What data has Microsoft shared to say they think their employees are more productive and effective by being in the office? I have not seen or heard of that data being shared yet.” Even hybrid strategies can fail to meet employee needs and expectations, he warns. If businesses require their most essential and valuable employees to work at the office, remote-working employees may feel devalued. If one employee is allowed to work remotely for several days to care for a sick child, other professionals may feel slighted that they aren’t permitted to work from home as well. Business leaders have everything from employees’ child care needs to daily commutes to consider when deciding whether to return to the office or not, and with so many factors at play, it can seem overwhelming to begin the process of making any workforce changes.
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According to Olsen, executives should take a data-driven approach to this evaluation by first surveying staff to understand their needs and obtain feedback. That way, when it comes time to make and implement the decision, those business leaders will be able to justify their choice. “We’re not saying you should be all-remote, all over the country, all over the world,” Olsen adds. “What we’re saying is, you should evaluate your situation, and evaluate how you
“As the market will inevitably shift back to an employer-driven market, I think you can expect to see more and more companies requiring people to be in-person,” he says. Others aren’t so convinced of this inevitability, especially considering recent findings that remote work does not lead to a decline in productivity. That same Owl Labs report, for example, found 90% of remote employees reporting they were as productive, or more so, working
Companies need to articulate why they need employees back in the office, and I don’t think many companies have done that.
can meet those employees where they are.”
Making the Right Choice
While the Googles and Microsofts of the world may be publicizing their choice to return to the office, HR executives agree that middle-market companies need to carefully consider their own needs and goals before doing the same. In addition to understanding competitive opportunities, as well as employee needs, business leaders should also remember that the job market remains in flux, and further changes may be coming. For one, Blonstein predicts that the balance of power that currently weighs in favor of job-seeking professionals will eventually readjust.
from home compared to working in an office. Olsen emphasizes the importance of challenging CEOs and other business leaders to make a decision backed by data and a full understanding of the implications of any move. But more importantly, he says, middle-market companies should broaden the scope of the conversation beyond simply where employees will physically operate, and begin to consider deeper, more fundamental changes to workforce strategy and talent management. “It’s so much bigger than just where people work,” he says. “It’s not just work-from-home, hybrid or whatever. It’s really about rethinking the entire structure of how we work together.” //
