Three Ways to Avoid Return to Office Policy Failures
It is challenging to bring staff back after a long stretch of remote work. And it is not necessarily the most popular thing to do. Just look at the news backlash when Elon Musk and Goldman Sachs requested that their employees return to the office. So, it is essential to take the proper steps with return-to-work programs before sending out that mass email telling everyone in the organisation that they will be commuting back to the office and returning to their workstations within the week.
Take a Data-driven Approach to Return to Office Policies
Remote work has changed employees and how work gets done. When considering having employees come back to the office, it is wise to research and determine if having employees at the office is a real benefit to everyone or if it is just an assumption or the desire of the CEO to see everyone’s smiling face every day.
There are benefits to adopting a working-from-home. For the employer, there are real estate savings. The company eliminates the need to manage and upkeep large, expensive buildings. Plus, there are added office supplies and energy savings. Employees have reported a better work/life balance and claimed to be more engaged with the business and happier.
But there are also argued disadvantages of employees working from home. There is concern that career development for employees is hindered by not having immediate access to mentors, especially for those just entering the market or industry. Also, there is the worry about a lack of connectedness and collaboration suffering due to staff being spread out in different locations.
So, it is vital that when the decision is made to bring people back, the data supports the decision. Some statistics people analytics should explore would include a wide range of functions within the business.
Productivity
People analytics is crucial when addressing the productivity factor of working from home. Take a look at the numbers before and after employees went remote. Do the numbers support the decision to move people back to the office?
Sales
Looking at sales numbers indicates whether the remote staff is meeting customers’ needs from where they are or if there is a slump due to employees being away from the senior team that provides support for them.
Collaboration
Explore how teams interact with each other. Collect data that shows if collaboration has grown or suffered from the staff working remotely.
Innovation
Gather information from the last few years and see if there have developed more new ideas on how to get work done faster and more efficiently while saving money.
Fig 2. MIT Sloan Management Review and CultureX
Well-being
Ask hard questions about employees’ physical and mental status. Are they feeling better about the current remote work situation, or do they need to return to the office? This is an essential question to have answered as it is part of building an exceptional employee experience.
Culture
Has the company culture improved or disintegrated? Is there an overall feeling among employees that they are part of something great even though they work remotely? Or has the culture suffered from the time away, and is there statistical proof that employees need to work under one roof? This is one of the key parts of measuring culture in a hybrid working world.
Employee Sentiments
What are the opinions of the employees? Do they want to remain remote? Do they want to come back to the office? Utilise employee listening to learn precisely how they feel about their current situation and how they may feel if things change.
Create Highly Effective Communications Within the Organisation
If it has been determined that employees need to return to the office, have a pure form of communication throughout the organisation. Clearly define and explain the reasons for the return. This will build employee trust in the process and understanding of the “why” behind the move. Maintaining transparency at the beginning of the process is vital to bring employees back.
Also, take into account the best means for communication. There may be the need to implement several different methods, so no employee is missed with the news rollout. Some employees may be comfortable with an email and a date to return, but others may need more support. Think about posting information on the company intranet or sending an information packet to their homes
Do not fail to listen to employees’ concerns. Hearing what employees say and acting accordingly to those concerns will make the transformation smooth and address any challenges before they become barriers.
Invest in Supportive Tools and the Technologies
Tools and technology can make or break an HR project, including a return to office campaign. Having the right tools in place can make the process seamless.
Some of the effective tools are tools that boost communication and information sharing. Evaluates the systems used for interaction, like Zoom and email and determine the effectiveness of those systems. If managers find it challenging to connect with their teams, consider upgrading where possible to make processes easier.
Also, investigate technologies that can improve tasks such as brainstorming, planning, and project execution. The proper technology provides HR professionals and people analytic teams the ability to collect and analyse data, develop workforce planning, and return to office policies that work.
How to Decide What is Suitable for Your Organisation
No one knows when working from home will end. In truth, working from home may be the future of work. So, to decide whether employees should return to the office, HR professionals, CHROs, and people analytic teams need to collect the pertinent data and present it effectively to decision-makers. From there, all stakeholders should evaluate the factors, including the specific industry and employees’ opinions and come to an agreed conclusion that works for everyone.
ABOUT THE AUTHOR
Dirk Petersen is a renowned expert in HR strategy, organisational change, digital transformation, and how analytics affect HR communities and those they serve. After his MBA at Harvard Business School, Dirk spent many years serving leading organisations at the Corporate Executive Board (CEB). From there he served as a HR Business Partner with the World Bank. Since then he's helped leaders better understand and strategise around how workforce analytics impacts careers, innovation, operational effectiveness, and executive decision-making.
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