The hypocritical rush to bring everyone back to the office full time is wrongheaded. PROFESSOR: It almost seems like a ploy to reset everything back to day zero. As a journalist interested in the disruptive impacts of the modern workplace, I’ve witnessed some of the tangible benefits that remote work has provided. It’s irritating to see these valuable benefits ignored as short-term pandemic labor pressures cause spastic moves to fill vacant office towers. The narrative being pushed by some companies – that in-person work is the only path to productivity and innovation – simply doesn't align with the data or the experiences of countless employees.
I made the transition to remote work several years ago. I felt the need for much more flexibility in order to juggle my work life and home life. At first, I was pretty dubious. Would I still be as effective removed from that finely-tuned apparatus of a classic newsroom? And the answer, without hesitation, was yes. In fact, I was more productive, more creative, and in the end, much happier with the work I produced.
The data supports this as well. Research has demonstrated that remote work increases productivity. Employees say they’re less distracted and able to settle into deep work more effectively. This was definitely my experience. The peacefulness of my new home office inspired me to do this research. I produced clear, engaging narratives and hit deadlines with effortless proficiency.
Yet the advantages reach far beyond personal outputs. Similarly, the move to remote work presents a once in a generation opportunity to realize those benefits. Evidence shows lower unit capital, energy, material, and service costs growth prevalent across numerous industries. There is some indication that world unit labor costs have fallen. This shift parallels the increase in remote working, which has played a significant role in increasing productivity and thereby helped to inflate unit labor costs. This isn’t simply the question of public convenience, it’s the key to a richer and more sustainable overall economy.
Think about the greenhouse gas emissions. Each commuter kept off the road means less carbon emissions and less traffic congestion. For one thing, getting rid of my long daily commute was a huge benefit, saving me several hours of time and far worse stress. This saved time and money can be reinvested in personal pursuits, family time, or professional development, further enhancing overall well-being.
Even with these obvious benefits, the opposition to remote work continues to fight. In these conversations, companies often voice fears around protecting company culture, cultivating collaboration, and keeping employees engaged. These are indeed critical concerns, but they are not insurmountable concerns. Adopt a hybrid model to reach your full creative power! Weave the liberating flexibility of remote work with the unique opportunities, magic, and serendipity that come with in-person connection.
In other words I’ve seen firsthand how a thoughtfully implemented hybrid model can prosper. To make meaningful in-person experiences the rule rather than the exception, it takes a deliberate effort—think team-building retreats, brainstorming workshops, project kick-off meetings. It requires a commitment to using technology purposefully. This levels the collaboration playing field by bridging the gap between remote and in-office employees so that all employees have equal access to information, opportunities, and one another.
The bad news is that the vast majority of companies aren’t finding this balance. They are cracking down on flexible work arrangements and mandating harsh return-to-office requirements. These decisions disenfranchise employees and dismiss the remote work benefits that have been clearly established. This heavy-handed approach not only backfires, but it pushes away their most important asset—beloved employees.
Flexibility and Autonomy to Workers
Millennials and Gen Z workers, especially, value flexibility and freedom in their work environments. Millennials and Gen Z workers are expected to make up 75% of the global workforce by 2025, experts say. These workers understand the value of flexibility and autonomy in their work environments. In fact, a Deloitte study found that 64% of millennials would quit their job for one with more flexible options. This is a workforce, though, that has not only grown up with technology, but thrives on working anywhere, anytime.
I just had a long conversation with a friend at one of the large tech companies. They implemented a draconian return-to-office policy. She described the policy as “soul-crushing.” She talked about the long and expensive commute, the lack of flexibility in her day, and how her employer, she felt, didn’t trust her to do her job well from home. She’s currently on the job hunt, targeting companies that put an emphasis on allowing employees to work remotely.
Unfortunately, her experience is the rule, not the exception. Just like the employers who are encountering widespread employee backlash to their RTO mandates and suffering from poor morale and productivity as a result. Employers are equally challenged trying to figure out where to create accommodations on an individual basis, while maintaining space for essential in person collaboration and teamwork.
The resistance to remote work reveals a deeper issue: a lack of trust. Many managers still believe that employees are most productive when they are forced to report to the office every day. This claim is woefully out of touch and factually false. This close lack of trust can end up breeding a negative corporate culture, giving workers the impression that they are being stifled and unappreciated.
So, what’s the better alternative? Companies need to stop being reactive and start thinking outside the box. The office isn’t the only place where work can be productive! Instead, they need to model a more flexible, employee-focused approach that prioritizes results over when and where employees work.
That includes establishing clear expectations around remote work, maintaining open lines of communication with staff and engaging them every step of the way in the process. It means investing in technology that makes collaboration and communication among team members—no matter where they are—easier and more effective. It’s important to create a common definition of the hybrid work model. Clearly indicate the required in-office days and hours and expectations for remote work.
In the end, future of work is not a battle to bring workers kicking and screaming into the office. It's about creating environments that enable them to perform at their best, whether that's at home, in the office, or somewhere in between. It’s about having the confidence in employees to know they’ll get the job done well, no matter where they are. Flexibility and autonomy are not just workplace perquisites either. Together, they are the building blocks for a healthy, productive and engaged workforce. Companies that accept this as an irreducible fact, rather than an unfortunate inconvenience, will be the ones that succeed in the decades ahead.
