Kicking and screaming
How can businesses make the return to work less painful?
I’m back on the ground after a whirlwind Sydney trip, where I ran some Employee Value Prop workshops with a wonderful NSW-based client. I've not done much International travel recently (a pandemic, two babies, and a move to a small beach city limit the jet-setting opportunities a little...). And I was shocked at how …uncomfortable I found it. I love travel, have done loads of timezone hopping in previous roles, and yet it felt more emotionally charged than I expected. The trip was, of course, absolutely worthwhile; I built connections that couldn't have been forged over a Miro whiteboard or Slack channel, and was able to delve into the brilliant comments shared so simply and succinctly, that they might have been overlooked on a call, or in a survey.
Now I'm home, I couldn’t help but draw parallels between my recent return to travel, and the return-to-office policies that are dominating headlines and boardrooms once again. While everyone from Amazon to the New Zealand Government pushes ahead with the great return – ending hybrid working models in favour of a more, shall we say, historical approach - it feels to me there are a number of very human factors that shouldn’t be overlooked.
Just like my recent trip felt unexpectedly weird - returning to the office full time can feel unfamiliar, even for people who are known for bringing the vibe (we all love the classic personality hire). Long periods of remote work have changed routines, and the emotional energy (not to mention the literal cash) spent commuting, preparing for in-person meetings, or being in a bustling environment again can be overwhelming.
More junior team members may never have experienced full-time office culture - and may not want to. Their experiences may be different to those held by leadership teams, but are no less valid. Their inexperience in face to face meetings and ‘corridor chat’ is something to be understood and supported, not judged. And like me, many employees have started or grown their families since the days of traditional working - and will need time to adapt or rearrange what their lives now look like.
This post isn’t really about the benefits of WFH vs hybrid vs RTO policies, or what I think the future holds for private and public sector businesses. But - if the decision is made to ‘get the band back together’ - here are a few areas to prioritise, to make the transition back to the office smoother and more supportive:
Offer flexibility, however you can: A hybrid model that balances remote and in-office work lets employees adjust at their own pace. There’s convincing evidence that points to 2 days at home as being optimal for retention and productivity. If working from home isn’t an option - what about offering a four day week?
Accept it may be a deal-breaker: For more junior team members, this is an entirely new way of operating - and a skill they may not be interested in learning. For others, the benefits of WFH just wont be outweighed by all the other benefits you can throw at them (financial, emotional or otherwise). Be prepared to lose good people.
Invest in making it work: If a key motivator of RTO is to foster more human connection, then be intentional about how you support this - it takes more than just paying the lease on a lovely space. Redesign office spaces for collaboration, create formal and informal opportunities to connect people across business units, find budget for social events that feel right for your culture.
Communicate transparently: Be clear about why the business has arrived at the decision, accept that the reasons may not resonate with your staff, give as much notice as possible so people can arrange their lives accordingly, and keep communication channels open so employees can shape policies and be heard.
Understand what your people value. Defining your EVP is a valuable exercise (I would say that, right?). But however you do it, understand what your teams really value. The marketing maxim “you are not your customer” applies here too - don’t assume you know what makes your people tick. Dig into those pulse surveys, facilitate workshops, ask people candidly - what do they really care about? So when you’re making decisions that will profoundly impact your staff, and the future staff you need to attract, you’re doing it with your eyes open.
- Written from the comfort of my home office. My thoughts are genuinely with everyone being dragged back into the office full-time 🙄
