Bryony Gibson, director of Bryony Gibson Consulting, delves into the rising trend for returning to full-office work and questions whether it's time to follow suit.
The past four years have seen an unprecedented acceleration in remote working. Initially driven by necessity, businesses have transitioned to new operating models, relying more on technology than in-person interactions.
Post-pandemic, with the job market facing an acute talent shortage, companies continued to embrace flexibility to attract and retain top talent, turning it into a key selling point. Fast forward to 2024, and we are witnessing a new shift in the power dynamic: 64% of professional services firms no longer advertise fully remote roles.
Why move back to the office?
In-person working offers undeniable advantages that are difficult to replicate in a fully remote setting. For example, company culture thrives when people physically interact. Office environments also improve communication, foster spontaneous creativity, and, from an employer’s perspective, make performance monitoring easier for managers.
A recent study found that a quarter of professional services firms have increased the number of mandatory office days, with 20% considering a return to the pre-pandemic norms of four or five days on-site per week.
With high-profile brands like Meta, Disney, Starbucks, and Amazon leading the change, it is easy to assume this trend will be widely adopted. But is it the right move for every business?
Mixed reactions from employees
Returning to full-time office work is not without its critics. The majority of people I speak with have embraced the flexibility that remote work gives them and, for some, it has transformed how they manage both their personal and professional lives.
Forcing a return to the office risks alienating a significant portion of the workforce, leading to potential dissatisfaction, increased stress, and even staff turnover.
Flexibility is proven to boost morale and productivity, largely by eliminating time-consuming commutes and allowing individuals to create schedules that work best for them. It also opens the door to a wider talent pool, where companies can hire skilled professionals without being limited by geographical location.
The Dilemma: Flexibility vs. Control
For employers, the challenge lies in finding the right balance. While the case for full-time personal interaction is strong, especially for new hires integrating into a company’s culture, an all-or-nothing approach has the potential to backfire with people who have restructured their lives around remote working.
A one-size-fits-all approach rarely works, particularly when it comes to an inclusive and diverse workforce. Rather than a blanket approach, firms should be looking to strike a balance. To explore a hybrid model that meets both business and employee needs.
Flexible working doesn’t have to compromise accountability or productivity. It’s about making sure that employees have the autonomy to work in a way that suits them, while also ensuring that the collaborative, creative, and spontaneous benefits of office work remain accessible.
At the end of the day, people are your biggest asset and happy employees are motivated employees. Making sure they are fulfilled is the key to long-term business success.
The path forward
Adaptability is key to thriving in this new landscape. Businesses that take a rigid approach risk alienating employees, while those who embrace flexibility and balance are likely to succeed.
Instead of fixing set office days across the board, companies should remain open. The future lies in fluid strategies that respond to the unique needs of their team and business.
Finding the equilibrium will not only improve productivity but strengthen employee retention and attract top-tier talent in what remains a competitive marketplace.
