Navigating the return to the office
How to adjust to being back in the office
The Covid pandemic forced many of us to work from home and we have grown accustomed to the flexibility of remote work. However, we are now seeing a significant shift to being called back to the office. Several high-profile companies in the UK, such as JP Morgan, Amazon, Asda, and Santander, have recently announced their plans to bring employees back to the office, sometimes up to five days a week. This transition can be challenging, as it brings up concerns about work-life balance, financial costs, and overall wellbeing. However, understanding the motivations behind these decisions and knowing your options can help you navigate this transition more smoothly.
Why do employers want people back in the office?
Improved collaboration: Employers may feel that face-to-face interactions foster better teamwork, creativity, and problem-solving. Working in the same physical space can lead to more spontaneous and effective communication.
Mentorship and onboarding: New employees can particularly benefit from in-person mentorship and hands-on training. Being in the office can accelerate learning and integration into the organisation.
Promotion opportunities: Some evidence suggest that employees who work in the office are more likely to get noticed and promoted. Being visible and actively participating in office dynamics can enhance career growth. While this may the case, we wouldn’t say that this is always a good thing - women and minorities are often more likely to struggle with visibility, but, for example, women are still expected to take on caring responsibilities such as childcare. Should we be forcing their visibility, or challenging societal expectations?
Strengthened company culture: Physical presence can help reinforce a sense of belonging and commitment to the company, which can be harder to cultivate in a remote setting.
Why employees may resist returning
Employers aren’t making the case for returning: Many workers feel their employers aren’t providing compelling evidence that returning to the office improves efficiency or productivity. Often, it seems like a case of 'it’s how things have always been done' rather than presenting clear benefits for everyone involved. Many workers we’ve spoken to cite examples of coming into the office only to sit in a meeting room and participate in video calls with colleagues across the country, seeing little benefit in doing this in the office rather than from home.
Cost of living: Commuting expenses can add up. This financial burden can be a significant deterrent for many people.
Work-life balance: Remote work offers flexibility that many have come to rely on, making it easier to manage personal and professional responsibilities. Losing this flexibility can be a tough adjustment.
Accessibility and inclusion: For some employees, especially those with disabilities or caregiving responsibilities, remote work provides a more accessible and manageable work environment.
Mental health: The stress of commuting and being in a busy office can negatively impact mental health. Some employees may feel more isolated or anxious about returning to in-person work environments.
Redundant office presence: Many employees cite examples of coming into the office only to sit in a meeting room and participate in video calls with colleagues across the country, seeing little benefit in doing this from the office rather than from home.
Can employers require a full return to the office?
Employers generally have the right to require employees to return to the office as stipulated in many employment contracts. However, they must also consider reasonable adjustments for employees with disabilities or caregiving responsibilities. Further, as of April 2024, in Great Britain, employees have the legal right to request flexible working from day 1 in their job. You can find out more information on this on the Government website. It’s important to have open conversations with your employer about any concerns or accommodations you might need.
Tips for responding to the shift
Negotiate flexible hours: If you're required to return to the office, see if you can negotiate informal or formal flexibility within your working day, depending on your situation. For example, you arrange to travel during off-peak hours. This can make your commute cheaper and less stressful.
Develop a new routine: this can help you adjust to the change. This might include meal prepping, setting out clothes the night before, or establishing a clear start and end time for your workday.
Make your commute productive: Use your commuting time to catch up on reading, listen to podcasts, or learn something new. This can make the journey feel more rewarding and less like a waste of time.
Stay connected with remote colleagues: If some of your team members are still working remotely, ensure you maintain strong communication with them. Use collaboration tools effectively and schedule regular check-ins to keep everyone in the loop.
Make the most of your time in the office: Focus your diary on activities that are best done in person. For example, where possible, only accept in-person meetings so you’re not stuck on video calls all day in the office. Arrange lunch, coffee, or dinner with a friend or colleague to ensure you're using those days to nurture personal relationships you value.
Purposeful management: If you're a manager, ensure you're being purposeful and flexible while applying the return to work policies. For instance, if you know that a team member has an expensive or difficult commute, allow them to travel at off-peak times when possible. Allow occasional work-from-home days if there is nothing pressing that requires their presence in the office. Regularly check in with team members to understand how the return to the office is affecting them and adjust accordingly.
Navigating the shift from remote to in-person work requires understanding the motivations behind the change, recognising your own needs and concerns, and finding a way to balance both. By considering your options and communicating openly with your employer, you can find a solution that works for both parties.
