When Zoom called their staff back to the office, many saw it as the end of remote work. Elon Musk criticized those who work from home, calling it morally wrong. Amazon and Google have implemented stricter attendance policies, and UK banks have tightened their in-office mandates. However, the reality is more complex. While some companies are forcing their employees back to the office, most are adopting a hybrid approach. According to Brian Elliott, co-founder of Future Forum, more companies are moving towards flexibility.
The Flex Index data shows that in the US, 33% of companies offer full flexibility, while the number of companies requiring full-time office attendance has dropped to 39%. The “Goldilocks” hybrid model, which requires a minimum number of office days, has been adopted by 28% of companies. On average, US companies expect employees to be in the office 2.56 days per week, a compromise between what employers want (2.75 days) and what employees prefer (2.21 days).
The Leesman Index, which measures employee engagement globally, reports that about a third of companies mandate office time, while almost half let employees choose. Friday is the most popular day for remote work. The decision-making process for work policies plays an important role in employee satisfaction. A Boston Consulting Group survey found that 62% of employees have no say in their company’s policy. Employees are most satisfied when their work pattern is determined by their team rather than dictated from the top.
Companies like Mastercard and Atlassian have embraced flexibility and decentralized decision-making. Mastercard now requires a minimum of two days in the office and lets teams decide when and why to work remotely. Atlassian allows employees to decide where to work and recommends in-person gatherings once a quarter. According to Annie Dean, head of “Team Anywhere” at Atlassian, these gatherings strengthen team connections and improve satisfaction.
Differences in working styles also determine the expectations for in-office work. Managers often spend more time on tasks that require in-person meetings, while employees excel at remote tasks. Some companies are aligning tasks and locations rather than mandating specific days in the office. RSM, for example, expects junior workers to be in the office more than senior staff. But BCG’s Debbie Lovich criticizes companies that focus on “butts in seats” rather than managing for productivity and joy.
The productivity of hybrid work is still a topic of debate. A working paper published by academics suggests that fully remote work reduces productivity, while hybrid work is only slightly more productive than office work. However, the flexibility that hybrid work offers can reduce recruitment and retention costs. Workers value the freedom and reduced cost of commuting less frequently.
Overall, the approach to hybrid work is evolving. Companies are realizing the importance of employee input and are implementing more flexible policies. The key is finding the right balance between office and remote work to enhance productivity and employee satisfaction.
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