Speaking about remote work in 2021, Jamie Dimon, CEO of JP Morgan Chase declared: \u201cIt doesn\u2019t work for people who want to hustle. It doesn\u2019t work for culture. It doesn\u2019t work for idea generation.\u201d What should leaders do when they believe that remote and hybrid business isn\u2019t working anymore?<\/p>\n\n\n\n
As organizations navigate a post-COVID workplace, return-to-office (RTO) mandates have emerged as a significant topic of debate. While some companies have embraced hybrid or fully remote models, others are opting to incorporate a complete return to traditional in-office work. These decisions not only influence operational dynamics but also have far-reaching implications for leadership, company culture, and the Employee Value Proposition (EVP). <\/p>\n\n\n\n
Paul Marshall<\/a><\/strong>, Principal at Signium Ireland<\/a data-aos=\"fade-up\">, comments: \u201cUnderstanding the various work setups and how strict RTO policies affect the employee value proposition is crucial in today\u2019s talent market \u2013 especially at a C-Suite level. In 2020, the pandemic forced our hand. We went remote out of necessity. Now, it\u2019s a matter of making a decision quite freely \u2013 one that affects people\u2019s everyday lives. It\u2019s not a glib matter, and the manner in which companies implement RTO procedures will have consequences, for better or worse.\u201d\u00a0\u00a0<\/p>\n\n\n\n In the last year, numerous large organizations have introduced RTO policies that require employees to return to the office on a full-time basis. This shift toward obligatory in-office work is often met with mixed reactions from employees who have grown accustomed to the flexibility of remote or hybrid work. <\/p>\n\n\n\n According to a 2024 study by Bamboo HR<\/a>, which surveyed a combination of US-based employees and HR leaders, more than half of employees (52%) prefer to work completely remotely, while only 39% want to go to the office daily. A separate study<\/a data-aos=\"fade-up\"> found that 70% of companies will increase or maintain the number of days employees are required to be in the office by 2025 and, perhaps most alarmingly, 8 in 10 companies have lost talent due to their RTO directives.\u00a0<\/p>\n\n\n\n \u200b\u200b\u200bFor employers, incorporating changes like this within a competitive EVP becomes a critical challenge, and organizations find that they must consider various work models before shaping their RTO strategy. At the beginning of the pandemic, \u201cnew normal\u201d was the buzzword for remote work. Now, what we\u2019re seeing is that there is simply no \u201cnormal\u201d \u2013 every organization gets to define what works for them. <\/p>\n\n\n\n Fully on-site (RTO)\u00a0<\/strong data-aos=\"fade-up\"><\/p>\n\n\n\n Traditional five-day, in-office workweeks have become the new default for many companies. While this arrangement may increase teamwork and cohesion, it also limits flexibility, which has become a key component of modern EVPs over the last few years. <\/p>\n\n\n\n Hybrid arrangements\u00a0<\/strong data-aos=\"fade-up\"><\/p>\n\n\n\n Combining remote and in-office days offers a balance between flexibility and face-to-face collaboration. Hybrid models are popular among employees who value flexibility but still appreciate some level of in-person interaction. <\/p>\n\n\n\n Fully remote\u00a0<\/strong data-aos=\"fade-up\"><\/p>\n\n\n\n In a fully remote setup<\/a data-aos=\"fade-up\">, employees work entirely from home, often with flexible schedules. This model has gained traction, particularly in tech and creative industries, as it provides maximum flexibility and autonomy. However, leaders may find it difficult to track production or create engaging online environments that stimulate inventive collaboration. <\/p>\n\n\n\n Marshall clarifies the real reasons that companies are eager to bring their people back into full-time in-office employment: \u201cWhile affected employees might suspect that returning to the office is intended purely to police performance and drive micro-management agendas, there are a variety of legitimate advantages to five-day in-office work arrangements. Whichever way you look at it, it\u2019s a very delicate decision to make.\u201d <\/p>\n\n\n\n \u200b\u200b\u200b\u200b\u200bSome of the benefits of full-time in-office work include: <\/p>\n\n\n\n One company that recently took the return-to-office leap is Amazon. The RTO policy was implemented under CEO Andy Jassy in February 2023, with a full rollout to five-day in-office weeks expected to conclude by January 2025. The initial announcement faced significant employee pushback. Internal polls indicated that over 90% of Amazon workers were unhappy with the decision, and 73% considered leaving the company. <\/p>\n\n\n\n Amazon\u2019s return-to-office rollout led to increased resignations, as well as potential candidates and executive search<\/a> opportunities dropping out of the company\u2019s hiring pipeline. Even so, Amazon maintained that in-office work is essential for optimal customer service and better innovation. In a candid letter addressing the company\u2019s decision<\/a data-aos=\"fade-up\">, Jassy outlined how returning to the office would foster collaboration, improve relationships, generate faster ideas and more frequent inventions, and offer more promising coaching and career development opportunities. <\/p>\n\n\n\n \u201cThere was technically nothing false or misleading in Amazon\u2019s RTO memorandum,\u201d says Marshall. \u201cHowever, the policy had mixed implications for their EVP. While the decision reinforced Amazon\u2019s commitment to in-person productivity, it also led to major discontent among employees who valued remote work flexibility. They overlooked the needs of their people and, like so many other organizations, lacked empathy on how the RTO impacts employees. Some have family responsibilities; others are disabled; some find work-life balance at home; others still might face unbearably long commutes to reach the office. Amazon\u2019s call back to the office might have been better received had the original announcement acknowledged all this, and provided more incentives to cooperate.\u201d <\/p>\n\n\n\n Leaders will need to be willing to change how they manage their teams to effectively support employees who are required to return to in-office work. This means encouraging teamwork in person, treating all employees fairly based on their different needs, and ensuring clear communication every step of the way. A sudden move back to the office can cause tension, so leaders should be more understanding of the challenges employees might face after a long time working from home. <\/p>\n\n\n\n The effects of a strict RTO go beyond leadership; they also influence company culture. While some leaders believe that working in the office improves teamwork and creativity, there\u2019s a chance that such rules could lead to resentment and form a divide between management and employees. The goal is to build a culture that keeps the advantages of being in the office while also recognizing the flexibility many employees have come to value. <\/p>\n\n\n\n Organizations that are in the consideration phase of RTO implementation should spend ample time finding a balance to keep employees engaged and happy in the changing workplace. <\/p>\n\n\n\n Before implementing a strict RTO policy, it\u2019s essential to assess both organizational and employee needs and preferences. Business leaders must consider the specific tasks and roles that benefit most from in-office work, while also trying to understand employees\u2019 preferences for flexibility. Finding this balance is key to maintaining a strong EVP. <\/p>\n\n\n\n Organizations can leverage data from employee surveys, performance metrics, and collaboration tools to inform their RTO strategies. This data-driven approach ensures that decisions are based on actual business needs and employee feedback rather than assumptions. <\/p>\n\n\n\n Before implementing a full-scale return to office, companies could consider piloting various work models, such as hybrid arrangements or adaptable working hours. This allows them to test different formats, gather feedback, and refine their approach. Piloting also provides a more flexible transition, reducing resistance from employees who might be feeling anxious about a full return to the office. <\/p>\n\n\n\n \u201cFor leadership positions in regions with almost 100% employment, the war for talent is more acute, and language should be tempered,\u201d says Marshall. \u201cYou catch more flies with honey than with vinegar\u201d. <\/p>\n\n\n\n Prospective candidates may acknowledge that \u2018migration\u2019 back to a five-day office-based working week is happening and view it in a positive light. They may even be looking for an office-centric role but will balk at being \u2018mandated\u2019. Applicants for the humblest roles will draw negative conclusions about an organization’s culture where the use of dictatorial language is concerned. <\/p>\n\n\n\n For most, individual freedom and exercising personal choice is an important factor when selecting where to live and work. Authoritative or even dictatorial language from a prospective employer is unhelpful, even where other opportunities are scarce. <\/p>\n\n\n\n Understandably, company leaders may have reservations about how to best approach the topic of a full return to office with their employees. \u201cPeople have become accustomed to the flexibility and freedom that comes with remote and hybrid working setups,\u201d says Marshall. \u201cThey\u2019re able to make decisions pertaining to work-life balance, and they have more freedom when it comes to family demands. An RTO policy disrupts this \u2018new normal\u2019 completely, which is what makes it such an uncomfortable situation.\u201d <\/p>\n\n\n\n Engaging employees in the process by seeking input and feedback helps ensure that their well-being is considered and allows for adjustments to the policy as needed. To further support employees during the transition, companies could also explore flexible working hours, wellness programs, and mental health resources. Initiatives like these demonstrate a commitment to employee well-being and help ease the shift back to in-office work. <\/p>\n\n\n\n \u201cYes, it\u2019s a business decision,\u201d says Marshall. \u201cBut business relies on people, and a decision of this scale must be taken with care and a commitment to make it work as smoothly as possible for all concerned.\u201d <\/p>\n","protected":false},"excerpt":{"rendered":" Speaking about remote work in 2021, Jamie Dimon, CEO of JP Morgan Chase declared: \u201cIt doesn\u2019t work for people who want to hustle. It doesn\u2019t work for culture. It doesn\u2019t work for idea generation.\u201d What should leaders do when they believe that remote and hybrid business isn\u2019t working anymore? As organizations navigate a post-COVID workplace, […]<\/p>\n","protected":false},"featured_media":10574,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","region":[60],"news_type":[19],"acf":[],"yoast_head":"\nNo more \u2018new normal\u2019. No more \u2018normal\u2019. <\/h2>\n\n\n\n
Exploring the benefits of in-office environments\u00a0<\/strong data-aos=\"fade-up\"><\/h2>\n\n\n\n
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Practical considerations for return to office policies <\/h2>\n\n\n\n
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Taking brave first steps toward a full return-to-office <\/h2>\n\n\n\n