The Great Office Comeback

Everyone is talking about the “return to the office” (RTO) and how office space should be utilised going forward. From the Board Room to the CBS Morning show to the halls of the US Congress, the pandemic has initiated a far-ranging discussion about the future of workspace. Leaders in our industry see opportunities now to change the role of the office.

While “remote” has been better than most expected, many companies are now looking for ways to get their workers to come back to the office. As we are two years into this unexpected experiment forced on us by Covid 19, some issues have become apparent:

?? Isolation has been an issue for many since the start of the pandemic but is now affecting more workers as they miss the ease of team collaboration and those impromptu meetings with colleagues from other functions that often spur new ideas.

?? Productivity was initially up, The Economic Times reported that individuals were working 48 minutes more each day equating to about 2 additional workdays per month. But whilst many companies initially saw an increase in productivity, others are starting to see that increase wane over time.

?? Corporate culture is also suffering; many new employees are missing in person on boarding and a real connection to the values of their new employer. As the pandemic starts to wane and more individuals are considering changing jobs the need for direct and casual connections will be increasing.

So how can companies successfully get their employees to return to the office? It should start with communicating with the employees about why it is important to return as well as asking for their thoughts and concerns. Kay Sargent from HOK suggest not asking “do you want to come back to the office?”, because the simple answer might be “no”. Start by asking “what do you miss when working from home?” and then be prepared to listen and respond. Many may miss face to face interaction with their colleagues and a workspace that is not shared with the kid’s homework. Others may be missing access to technology and ergonomic options that the office provided. Hybrid work may be the answer for many companies bridging the gap between working from home or in the office full time.

Developing a hybrid work program must consider both individuals’ preferences as well as corporate goals. It should not be “one size fits all”. Decisions about who works remotely need to be made based upon job function, personality, and ability to support the business’ needs effectively.

Technology will need to support a hybrid work model with simple ways to connect those in the office with those working remotely so that everyone is included equitably. Similarly meeting protocols should be established to support both types of workers including finalising discussions and summarising actions prior to leaving the meeting and disconnecting with remote workers.

Management will need to tailor their processes and develop tools to support remote workers equally to those in the office. “Proximity bias”, the idea that employees with close physical proximity to their leaders will be perceived as better workers, needs to be recognised and managers will need training so that it is not a concern for staff or team leaders working remotely.

In a hybrid model there will be those who will be in the office full time, those splitting their time between home and the office and those who will predominately work remotely. A variety of space types will be needed to support the different needs of those working in the office. Meeting areas for collaboration and teamwork will be essential but workspace for those who need quiet space is also essential.

Organising the office layout by providing locations for focus work away from the “buzzy” social spaces is critical. Spaces that encourage interactions or “collisions” will enhance collaboration and workspace that embodies the organisation’s culture will enhance new employee engagement and help teams feel more connected.

The Commercial Observer is tracking the plans of many large corporations and providing a running tally of who plans to return to the office and who is not, including vaccine mandates if available. Many RTO plans put in place in mid 2021 have been updated with many companies holding on announcement of a final return date due to the Omicron variant. They also reported that while some are allowing their staff to work remotely permanently, those that choose to work in a lower cost market may see their pay decrease.

Lastly, just as we have seen many changes in the workplace over two years, we should be prepared for more change and not expect to get this “comeback” right immediately. Workspace and policies that are flexible and can be adjusted will allow companies to re-evaluate and adjust programs to support their employees and corporate missions. Listen + Test + Evaluate = Listen to your employees, test new layouts and protocols and track utilization to understand what work settings are successful and what needs further revision.

Through our on-going research and experience in developing the agile and flexible office, BOSS have the ability to support all organisations in creating a welcoming and productive office.