There Is No Correct Policy Regarding WFH vs. IRL

The TL;DR:

• Your opinion as a company or employee on the WFH / IRL debate is likely wrong.
• Any company wide policy on WFH / In-Office is likely a disservice to the employees.

The pandemic may be in the rearview mirror, but the battle over where we work is far from settled. Some companies are mandating a return to the office, while others proudly declare that their employees will never need to leave their home offices again. As someone who’s worked in a variety of settings, I’ve seen the benefits and drawbacks of both perspectives, and I believe the answer is nonexistent.

The Mandates are Silly, Most of it is Marketing

Many companies are saddled with office space they are sinking lots of money into and some are trying to grapple with that cost while also evaluating whether productivity would increase with more employees back in the office. On the other hand many companies have proven that most work can be done remotely without sacrificing productivity. Companies like Spotify have embraced fully remote work and used it as a marketing tool. Their HR Chief made headlines with a statement about how their employees “are not children” who need to be monitored in an office. While the sentiment is commendable, I can’t help but feel that such bold statements are sometimes more about publicity than practicality, and honestly could be a short-sided perspective that is leading to lost opportunities.

The reality is that neither approach is universally right or wrong. Some people thrive in a remote environment, while others are at their best when collaborating face-to-face. The key is recognizing this diversity and fostering an approach that balances flexibility with connection.

One of the most important lessons of the past few years is that productivity isn’t one-size-fits-all. Some of us find our peak performance at home, where we can avoid the stress of commutes and enjoy a healthier lifestyle. Personally, I’ve loved the ability to fit workouts into my day and eat home-cooked meals rather than having to eat out for lunch every day. For others, however, the structure and social engagement of an office environment are essential for their best work.

It’s also worth noting that remote work isn’t without its challenges. Video conferencing, for example, has not yet reached the level of fidelity needed to fully replicate the nuances of in-person interaction. I’ve often found that it’s harder to “read the room” during a Zoom meeting or notice when a quieter team member has something valuable to contribute. Those quick, impromptu exchanges that often spark new ideas in sidebar conversations are nearly impossible to replicate in virtually meetings. It usually leads to a background Slack or Text message that then really distracts the others in the meeting. The in-person experiences may be?small but significant losses (for some people) that can affect collaboration and morale.

Be Flexible

So, how do we reconcile these differences? Well, again, there's no "right" answer, but embracing flexibility has got to be a focus. A hybrid model, where employees have the option to work from home or come into the office as needed, can provide the best of both worlds. There should be more company led experimenting with in-office half-days that align with everyone's schedules and ideally avoids the heavy traffic commuting times. The "one day a week in office" approach might be wrong for some roles or people that would benefit from more frequent touch points or even less frequent commutes.

At the heart of this is a need for self-awareness - both from the Employer and Employee viewpoints. Employees should take an honest look at their work habits and identify where and how they are most productive. Some might find that they need the energy of a buzzing office to stay focused, while others perform best in the quiet comfort of their homes. Encouraging this kind of introspection can lead to better individual outcomes—and, by extension, better results for companies. And for the Employer, my suggestion is don't make any mandates.

Balancing Social Needs and Work Realities

As much as we love the perks of remote work, we shouldn’t ignore the social side of work. Humans are inherently social beings, and working from home can sometimes feel isolating. Even for those who prefer remote work, occasional in-person collaboration can provide a sense of connection that’s hard to replicate online. I’ve noticed that being in the same room as my team can lead to moments of synergy and creativity that simply don’t happen over video calls.

For leaders, the takeaway is clear: avoid sweeping mandates. Instead, listen to your employees and create policies that offer flexibility. Entice them to come into the office for collaboration and connection rather than enforcing it. By doing so, you’re more likely to build a culture that values both productivity and employee well-being.

For employees, the challenge is to reflect on what truly works for you. Advocate for an arrangement that aligns with your most productive state and supports your personal and professional goals.

At the end of the day, the debate over remote versus office work doesn’t have a single right answer. What matters most is finding a mix that works for both employees and employers. Whether you’re commuting to the office or dialing in from your home, flexibility and understanding will be key to navigating this new era of work. Embrace the lessons of the pandemic and build workplaces that truly support the diverse ways we work best.