In this post-lockdown era, the world and its citizens are steadily finding their way to a ‘new normal’. But what does this mean for both employers and employees when their ‘new normal’ ways of working are constantly shifting?
While such discussions on the benefits of remote, hybrid, and fully in-office working are helping to reveal the complex interconnectivity between corporate life and personal wellbeing, employers may see a potential threat being posed to the overall health of their companies. While the benefits of staff members being together in the office to cultivate office culture and community definitely exist, it’s become clear that they shouldn’t come at too high a cost for the individual. The question we’re left with now is: how do we help the individual without harming the business?
Many major corporations are already having to deal with the fallout from not properly considering the individual in their return-to-office policies. The most recent drama aimed at Amazon centres around an enforced return-to-office policy, despite previous promises this would never happen. When asked for data to support this U-turn in policy, the head of Amazon’s cloud computing business claimed this would be very hard to come by, and any data that could be found would be unlikely to stand up to employee scrutiny. Instead, staff were told that being in the office together full-time would undoubtedly be better for overall productivity, innovation, and morale. Staff reacted with a petition stating: “Amazon’s top-down, one-size-fits-all RTO mandate undermines the diverse, accessible future that we want to be a part of.”
This type of backlash against even the biggest companies may indicate that as a society, we would be better off moving away from such ‘one-size-fits-all’ ways of working, and instead start looking at things on a case-by-case basis: considering each individual’s needs, situations outside of work, and all the other aspects that make up the unique tapestry of a person’s mental and physical wellbeing.
Studies have been conducted into the ‘productivity’ side of this argument; from these, it appears that productivity levels have remained similar or even improved despite colleagues being far away from each other, with innovative technologies and modes of communication being constantly created to help us stay connected and collaborative.1,2 Productivity levels at home seem to be as dependent on the individual as they are in the office. For some, home provides a more comfortable and less distracting setting, which can be especially true for those who excel at self-leadership. On the other hand, there are those that prefer a clearer line to be drawn between work and home, or who seek higher levels of in-person guidance.2
Average stress levels of remote staff are also reported to be lower overall.3 However, this includes those who choose to work remotely full-time, as opposed to focusing only on those thrown into a permanent WFH set up during a pandemic. Whilst some found a sense of peace and introspection during this tumultuous time, others were driven stir crazy, cooped up with too many housemates in too small a house share. A return to the office for some of us therefore provides a welcome respite from trying to attend four zoom calls a day with multiple flatmates doing the same thing in the same room, huddled around the kitchen table.
It is therefore crucial for employers to properly investigate each employee’s WFH situation, providing necessary equipment where possible, or ensuring there is enough office space for them to be in full time if they need it. Here at TVF, home working surveys are conducted for new recruits to ensure each new employee’s needs are understood and they are fully supported when working remotely.
Similarly, to encourage more productive office-based working, an employer needs to think about its staff’s individual needs. There are many ways to help cultivate a ‘psychologically healthy’ workspace that those with mental or physical health struggles could feel more comfortable in.4 Consider communicating any flexible or hybrid working policies as early as possible to help alleviate anticipatory stress and provide employees with the chance to prepare for adjustments in their lives (e.g. childcare arrangements or personal health requirements).
Also make sure to utilise new hybrid models to their full advantage, so that when people do come into the office, they feel it is as worthwhile and productive as possible. For example, at TVF we have found that using an office rota to outline the number of days each person will come in helps to ensure that teams are in on the same days and can hold their team meetings in person. For staff that work across multiple teams or an entire division, we can plan for them to be in the office on the days that allow them to see the key people they work with across the week.
As it’s National Work Life Week, why not take some time to think about the individual needs of your staff in relation to the health of your business. While going back to the office full-time may seem like a one-size-fits-all model, we have now seen through extreme circumstances how different things work for different people. Some may feel much more motivated when they have a bit of extra free time or experience reduced stress levels from no longer worrying about their commute or having to work in a busy environment. Other employees will thrive from collaborating in-person with their colleagues and being surrounded by activity. If there’s one development we can be grateful for in these post-pandemic times, it should be this discovery that one size does not, and in fact never did, fit all.
By Ellie Clibbens
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