Work from home (WFH), the new Brexit, is now the norm.
You may be directly against people you once respected.
Lord Stuart Rose is a former CEO of M&S and former chairman of Asda. He has recently made a slight against home workers. Lord Rose said on BBC Panorama that “we are creating a generation of people and probably beyond the generation before them who are used to not doing proper work”.
In this interview, the author linked WFH to a decline in productivity, working practices and personal development.
He’s not the only one who wants people back in the office. Lord Alan Sugar, once again, has called for this. This time told the BBC, “They have to get back in the office”.
In the midst of all this, we are seeing an increasing number of organizations mandating that their staff be present at work five days per week.
What’s happening? What do the statistics tell us about WFH or hybrid working?
Rebecca Florisson is a principal analyst with the Work Foundation, Lancaster University. She told The Guardian that “there is no convincing evidence” that remote or hybrid working affects companies’ bottom line.
There are a lot of statistics that you can use to back up a certain belief or theory.
A Forbes report, for example, indicates that fully remote workers have a productivity loss of 10-20%. 2023 CIPD Report shows that 38% of organizations say hybrid working has improved their organization’s productivity.
Many large organisations have adopted a positive approach by highlighting flexible work as a benefit for employees to attract and retain staff.
Lord Rose had at least the self-awareness of admitting that he was an “unreconstructed man who wants to get back to work” and that flexibility was needed to accommodate individuals and their needs.
But I’m curious about the psychology of leaders who believe that people must return to work five days a weeks. Is this belief based on trust or control issues? Is there something else at play? Let’s explore…
People return to work because they lack trust. We often hear: “When people work at home, I cannot see them and have no idea what’s going on”.
There is some truth to this.
For parents of young children, being able to pick up and drop off their kids from school is a priority that helps them focus on doing a great job and feel good.
The lack of control is also a major argument: “I want to be able to see what people do and if it’s WFH, I don’t have any control.”
The remote monitoring of workers has helped to bridge this gap. However, it has been criticized for being too intrusive and Big Brother like.
Many types of work are better done in an environment where the noise is low and more controlled. How can you value thinking?
Most organisations are looking for more innovation and speed. Managers and employees complain of back-to-back meeting, leaving no time for reflection or creative thinking.
Maybe there is a desire for a simpler time. Before social media and before Covid, everyone used to travel regularly to and from work. The days of drinking and talking at the water cooler after work.
Everyone in the office can generate a buzz and energy. The social aspect of spending time in person with clients and colleagues is important for building relationships.
Let’s be honest. A buzzy environment can create the illusion that people are productive even if they’re not.
Here I will declare my agenda.
Pecan’s goal is to create workplaces where employees love to work, and customers love doing business. In that context, I am mostly agnostic when it comes to home working or office working.
It’s about the person, not the place. It’s neither / nor. It’s about how people collaborate and connect, how they make decisions and how leaders find creative ways to balance individual needs with those of their team and organisation.
The relationship you create is at the core of the challenge.
How about involving the next generation in your search for a solution?
More than Three-quarters (77%) of UK Gen Zs and millennials would consider finding a new job, if their employer demanded that they work at their workplace full-time . This preference cannot be ignored.
It is not possible to have a hybrid strategy without a deliberate, inclusive and deliberative approach. Instead, it relies on what a few bosses believe will be the best thing for all. It’s unfortunately too late. WFH’s freedom has been appreciated and experienced by so many people that this train left the station long ago.
It is easy to understand why Lord Rose and Lord Sugar, who are typical senior leaders of large organizations, tend to push for a return in the office.
It will be interesting to see how this pans out for corporate winners and losers.
