Reevaluating the Return to Office for the Modern Workforce

A return to office plan feels elusive at this point. New variants and cyclical Covid surges have framed any official return as provisional — a goal contingent upon the ever present ‘wait and see’ variable. While many organizations are still set on returning to the physical office space in 2022, there is also a looming sense that we can never truly return to a traditional pre-pandemic work arrangement.

Companies like Goldman Sachs and JPMorgan Chase, once aggressively leading the return to office movement, have continued to push back their return because of rising Covid cases. Further, with the persistence of the coronavirus, and its many new variants, any return to office will be guided by ongoing safety measures, reducing the number of employees permitted in a given space to keep a healthy distance between colleagues. Therefore, any real planned return certainly won’t feel like we’re stepping back into 2019 office culture.

But, after the first few months of the pandemic, many of us saw the writing on the wall — that this return may not look anything like the 9-5 experience we used to know. And, for some, a forced return to the traditional office space may now feel entirely unnecessary. When asked whether they would consider leaving their job if asked back to the office before they felt safe, 55% of remote workers stated they would in fact contemplate quitting. 

With this growing sentiment, companies should be even more cautious when considering whether to initiate a plan for return, knowing that employees are willing and able to pursue other opportunities. Additionally, as organizations shift their focus on improving employee well-being, a mandated return can spark anxiety in the population accustomed to working in the remote environment. A recent Korn Ferry survey found that although 64% of employees state that socializing with their coworkers would in fact make them happy, there’s still 51% who say that coming back into the office would have a negative effect on their mental health. Even when pandemic-related circumstances are under control, organizations must be mindful of the personal concerns employees may have with a full return.

BBC reporter Alex Christian notes that, “No matter when leaders can start making those decisions, however, it seems all but certain that the day when we’re all back together on the train platform, heading into our offices for a Big Bang restart, is gone.” He furthers this stating that the full return to office is likely a myth after two years of productive remote work. 

To proceed with a successful return to office, it seems that it must be framed and executed in a more modern way. Executives that treat return to work as a fixed, mandatory and traditional setup will likely be met with some skepticism from productive at-home workers. Keeping a more flexible, evolving setting will not only keep employees happy, but leave room for positive changes as we re-enter a space we’ve abandoned for almost 2 years. 

Employees are also unlikely to abide by the traditional 9-5 system just to prove they are working hard; they know they can be successful while still operating in the confines of their homes. What’s more important is the opportunity to engage in activities and collective projects they may not be equipped to accomplish in the remote environment. Successful return to office plans should include a greater purpose and dedicate resources to ensure employees feel fulfilled when they eventually do head back in.

Regardless of these hesitations, many organizations will eventually welcome employees back into the office. While there have been remarkable advances in productivity and employee satisfaction in the remote environment, there is still an underlying emphasis on in-office culture from industry leaders and executives — and, without their push many employees would still choose to stay home. 

Therefore, it may be more advantageous to consider why this continued focus on the in-office experience is so important. Taking this time to consider what they are gaining out of bringing people back, can help organizations effectively replicate those highlights in a hybrid environment. With such a strong pull from employees to continue remote work, it would be remiss to simply force employees to come back who are more passionate and productive while working from home. Because, with two years of remote work behind us, the concept of a 9-5 environment has become tired and it’s unlikely to make a resurgence any time soon.