Is “Return to Office” Helping or Hurting Employers?

With the pandemic crisis behind us, U.S. companies have struggled to develop and execute return-to-office (RTO) policies. A recent report from Resume Builder indicates that 20% of affected workers aren’t following their company’s mandate. 

In a survey of 1,030 full-time employees working for companies with an RTO policy, 78% said they abide by the rules, 18% occasionally evade the policy, 2% rarely follow the policy, and 1% don’t adhere to RTO rules at all. 

Numerous studies conducted in the post-COVID period indicated that workers enjoyed the flexibility, convenience, and elimination of their commute time and cost. Workers indicated that they were more productive when working remotely, although this claim was disputed by many enterprises. 

To accommodate workers, many companies then implemented a hybrid model in which workers would be in the office on specified days each week. However, in many cases this accommodation has failed. In fact, while two-thirds of respondents stated that they are very or somewhat satisfied with their company’s policy, those on a hybrid schedule have higher rates of noncompliance, with only 61% following the return to office policy if required to be in the office one-to-three days per week. 

In reality, enforcing the new policy has varied greatly out of concerns that strict enforcement may lead to higher attrition rates. This is reinforced by survey results in which 20% of workers said they’re very likely to leave, and 33% said they’re somewhat likely to leave if companies begin to enforce compliance.  

As indicated in earlier Working Knowledge articles and blogs, nextSource encourages each company to challenge assumptions regarding remote work, considering how each challenge and benefit applies to their specific situation. 

• It is assumed that remote work offers greater work-life balance. For some, the separation of work and personal life actually offer greater balance, as many workers complain that when working remotely working hours are blurred, with work requests starting earlier, ending later, and extending into weekends. When workers are in the office, companies should recognize that some personal issues may be required to be addressed when onsite.   
• Onsite work offers more opportunities for collaboration and for “learning by observing”.  It also can forge stronger bonds between worker and employer. In a study conducted by Envoy, 95% of leaders indicated that they recognize contributions from onsite workers more than those of remote workers.  
• Commuting time and costs are a valid concern for nearly all workers. Consider ways to lessen the impact through flexible work hours, commuting stipends, and worker input to the most convenient days and times to work onsite. 
• Create a highly productive office environment. Some workers may find the office setting more distracting or less conducive to deep work. Structure the office layout to accommodate collaborative meetings as well as quiet zones. 

Virtually any model can be made to work.  The key is to involve your workforce in designing the approach that is best aligned with your combined goals, and then regularly test and refine as needed. 

To learn more, reach out to nextSource.