In today’s Better-Than with DCC news reaction, I’m suggesting that companies make sure their Return-To-Office (RTO) policies and practices don’t inadvertently detract from gains in employee satisfaction and positive beliefs about the work culture.
I just read an article late last week that covered a current high-level executive at a well-known US technology and services company basically demanding employees follow the RTO directive or consider employment elsewhere. While the RTO itself may be fueled by the hope that people being around each other “might” lead to better teamwork and communication, don’t overlook the undercurrent of disruption and discontent this introduces to affected employees.
Let’s not forget that many of those same employees feel like they went above and beyond to keep things moving and successful when they were not too far ago told the office is closed but we’re still open. That’s right. Employees still want credit (and flexibility) for your company’s survival and success. My guess is that feeling will persist, and it will become an issue every time employees are asked to “give” or “give back.”
I’m not suggesting that companies and executives cannot ever take RTO actions. I’m suggesting that the decision and motivation not be hidden behind false-fronts, including teamwork, communication, or anything else that employees feel like they’re already doing in the remote or hybrid work arrangements.
I am suggesting that sudden, come-back-or-else RTOs seem more like threats and edicts from on high rather than true business-driven decisions. If the RTO decision is because company leaders want more of an actual presence day-to-day, just say that. If it’s because the company real-estate portfolio is suffering, then say that. Too many reasons seem disingenuous or downright made-up. Few are authentic and believable.
I’m also suggesting that not effectively managing RTOs could lead your company to giving back some or all of the positive employee satisfaction gained in recent years. And for many, that satisfaction has included allowing almost 24 x 7 electronically-tethered access in exchange for – get this – NOT COMMUTING to an office every day.
Consider this …. according to the most recent full-year survey from The Conference Board (TCB link to 2023 survey results), hybrid and remote workers reported higher overall job satisfaction than 100% in-office workers. Strike at least one up for the positive, unintended positive consequence of pandemic-enabled remote and hybrid job opportunities.
The benefits of remote or hybrid positions (or any formal, flexible work arrangement for that matter) have been beneficial to both employers and employees. For employers, greater access to talented job seekers, particularly those outside the typical local, commute-friendly markets, enabled workforce growth and development. For job seekers/employees, new opportunities with a broader range of employers in almost any location turned from “would-be-nice” into “this is something real that might work.” Both experienced a bit of easing in tight labor markets. As the TCB survey indicates, these flexibility introductions have lifted employee satisfaction results.
Remember the good old days of tight markets, pay and benefits compression, and competing for the same handful of top local talent for each position? Oh, that’s right – it wasn’t good. We’re also long enough removed from that time period to measurably see that accessing non-local (read non-commutable only) talent has been better for companies and competitors.
Don’t ignore that almost every aspect of commuting has also substantially risen in just the past 2-3 years. The rising costs across public transit, vehicle and vehicle maintenance, insurance, fuel, parking, and even meals have largely surpassed the typical 3-5% pay enhancements people sometimes receive. The time people save on useless commutes – priceless. Do we really want to go back to water-cooler conversations about how long, complex, and horrible everybody’s commute is again?
So what’s are some key questions to find the right solution for your business?
Well, there’s probably not a one-size-fits-all that universally works. So here’s at least one question to answer or situation to address by broad situation type:
1. My company needs to implement RTO right away because we simply aren’t measurably effective in a distributed work environment.
o Publicly and regularly share outcomes that have benefit from in-person contributions that weren’t possible without RTO. It’s critical to address the unspoken skepticism about real impact versus the bosses just want it.
2. My company probably could benefit from RTO, but the need may not be immediate or at the 100% level.
o Demonstrate the expected needs and measurements for your planned RTO, including critical phases or opportunities for the best impact. It’s critical to point out where and why your RTO might be a work-in-progress before you figure out how things are ultimately going to settle. Be clear that it will be a give-and-take and that both employee satisfaction and business performance have to equally benefit.
3. My company really isn’t sure we need RTO, but most companies and our competitors seem to be doing it. It’s the evolving competitive landscape.
o Do NOT pass go on the conversation and decision around “why” are we doing RTO and if RTO really is a business key at all. This situation also seems to be where factors such as real estate lease commitments, current property ownership, and other company-driven sunk costs appear to be justifiable by RTO, but it’s avoiding the hard discussions about whether you’re ready to contend with a workforce, especially young workers, who’ve never launched from or developed a workplace/office-dependent job mentality.
4. My company has talked about RTO, but we don’t plan on doing it unless something makes it necessary.
o First and foremost, note competitors and companies in your market. Do some electronical snooping. Connect with and hire and many of the top talent who are close enough to fit into your still remote/hybrid work environment. Survey them often. Gloat in the discussions with your RTO-burdened counterparts at about how your talent pools and hiring have stayed broad, your employees have maintained the positive bumps in worker satisfaction you were able to at a minimum not disturb with an ill-timed or ill-placed RTO practice.
Well, as I stated in the title, measure your RTO for impact.