Why bother putting people together in offices? Because face-to-face collaboration is directly linked to greater innovation, performance and employee experience. This isn’t necessarily to say that 5 days per week yields proportionately greater benefit than 3 days per week. In fact, research suggests that the returns diminish. Closer employee relationships are also reported to increase performance and retention. Greater collaboration increases the sharing of ideas, speed of development and problem-solving. Despite this, many employees enter corporate workspaces and sit behind a computer all day. New joiners who largely work remotely are of particular concern. However, leaders and managers are mandating ineffective back to the office initiatives. So, let’s discuss further the pros and cons.
Back to the office
It is tempting to utilise all that lovely corporate office space. If it is there, why is it so under-utilised and why is my growth stalling? We regularly see offices with only a ‘skeleton crew’. In such cases, the leadership is often troubled by slow growth and stagnant productivity.
The following pros and cons of returning to the office come from a variety of sources and opinion, which is not exhaustive and in no particular order:
Pros of going back to the office
- Easier collaboration;
- Deepening of relationships;
- Exposure to the full corporate culture;
- Development opportunities;
- Greater innovation;
- Higher performance;
- Making more friendships;
- Lower staff turnover rates;
- Higher employee engagement.
Cons of going back to the office
- May conflict with parental responsibilities;
- Fewer friends to help boost performance;
- Focus on complex tasks may be harder;
- Exposure to micromanagement;
- May cause resignations if 5-days per week;
- Workplaces not set up for hybrid working;
- Unproductive travel time;
- Quality time is more important than quantity;
- Managers may cause ‘busyness’ when in view;
- Some demographics are more likely to comply than others.
Return initiatives not working yet
According to King’s College London (KCL), 67% of mothers and 53% of fathers said that they would not comply with a full-time return to office mandate. On average, 58% of workers said that they would not comply. This is troubling but also understandable. Additionally, many hybrid or remote workers have reorganised their work life around their personal life. This was unthinkable only 10-15 years ago for the majority of professional workers. Nearly half say that they would start to look for a new job if they have to return to the office 5 days per week.
One of the metrics that is difficult to identify is the impact on new joiners or younger employees. Those that have joined employers since 2020, working remotely or hybrid, have had less in-person exposure to the employee experience than their colleagues. For new joiners, they may feel less affiliated with the corporate culture and vision. They may also be less effective, having weaker networks and fewer solutions to potential problems. For younger recruits, they may have only spent limited time in an office environment. Whereas some may be delighted at this prospect due to the cost savings and work-life balance, there are drawbacks. Lack of opportunities for progression, slower development, lower earning potential and isolation for example.
Productivity improvement in the office?
Despite the proclamations of many a senior leader, the majority of studies conducted show little correlation in productivity increase from 2-3 days in the office rising to 5 days. This may be due to the ‘burnout’ element, the lost travel time, exposure to distractions or resentment. It may also be caused by the frustrating lack of adaptation in the workplace or a lack of trust. Many managers simply do not trust employees to work at full productivity unless they are in their line of sight. This also causes ‘fake busyness’ by many employees – keeping their heads down behind computer screens. Furthermore, employees may resent the forced return which conflicts with their work styles and cadence of work.
The downside for employees remains as in the past. Less visibility can mean fewer opportunities, less networking and less work friendships. Research has shown that work friendships increase performance and retention. Additionally, younger joiners may not receive the development they might if they work from home. This can impact perception, perhaps with Gen-Z receiving less critical and complex work to do. Also, such employees, especially if limited to simpler tasks, are more vulnerable to automation of tasks and AI. Ultimately, the ageing of staff in management levels is a potential consequence. We often hear that ‘there is no talent’ behind leadership and management teams, requiring external hires. Could it be that remote working and few days in the office holds newer joiners back?
When is the right time to go back to the office?
Arguably, there may not be a right time. Collaboration tools and video calling is now widespread. The majority of remote and hybrid workers have organised work around their own preferences and private lives. This may in turn have improved mental health and work-life balance for millions. So, how often should people go back to the office?
Estimates vary but they suggest that white-collar employees may only be going into the office for 1.3-1.4 days per week on average. With such a high percentage suggesting that they will look for other jobs if mandated, the time isn’t right for 5 days per week. This of course depends partly on context. The good news is that the research suggests that 2-3 days per week may be the optimum level for productivity. A return to office mandate is more likely to stick if the 1.3-1.4 days per week is nudged up to between 2.5-3.0 days. Convincing employees of the benefits, adapting workplaces and management techniques represent the most significant challenges. We recommend that the employee experience be carefully managed and measured during the journey. Back to the office initiatives are not working yet.
Supporting management and employee experience
Think Beyond works with senior leaders to find growth opportunities and to accelerate performance. As we support more effective management techniques, we work with your teams to become a better business. This can be via research into employee experience, strategic planning for the future or implementing change and bespoke management training.
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