The COVID-19 pandemic forced many companies to shift from in-person work to remote work. As vaccines become more widely available and restrictions are lifted, many are now returning to the office. However, this push for the return to work exposes a bigger issue that it isn’t about productivity. So what is it about?
Why Some Workers Prefer Remote Work
As organizations welcome back employees to the physical office space, it is crucial to understand that not all individuals thrive in the same environment. Some workers prefer the flexibility and autonomy provided by remote work, which allows them to eliminate commuting time, create a personalized workspace, and achieve a better work-life balance. By not being physically present in the office, these employees are not indicating a lack of commitment or productivity. Instead, they have discovered a work arrangement that suits their needs and allows them to perform at their best.
Productivity by Proxy
I have noticed that employees and employers who champion the return to work are not currently in the office despite the office being open. These people usually cite that we should ALL return to work because WE are better able to focus, WE can work with minimal distractions, or WE have better work-from-home separation. Where are these workers that want to return to the office? If they can self-select, why do they prefer a mandate that everyone is there? Because it’s not about performance and productivity. It’s about “productivity theater” for employers, the need for a visual confirmation to see that the work is being done, despite the work getting done. The employer’s perception that part of “teamwork” means being in-office as much as possible and the desire for control does not communicate corporate values of diversity by acknowledging a diversity of experiences. And for the employees, it’s not really about getting more work done; it’s about socialization on the clock. They want someone beside them also working. They want someone to talk too. And if the desire is to be social on the clock collaborating with managers to make time for THAT during the day could be more meaningful than a return to work. Perceptions of time have changed, and no one wants to do lunch or team building with coworkers off the clock.
During the return-to-work phase, resisting the temptation to use workers as mere symbols of productivity is essential. We also shouldn’t normalize using people as props for our own personal gain. Placing individuals who excel at work in general in the office as a show of productivity may create a false narrative that all employees are productive. This is a teaching moment to be accountable for your own productivity. Organizations should celebrate the diversity of work preferences, create a culture of accountability for all and empower employees to choose the environment where they feel most productive and engaged. This approach fosters a culture of trust and acknowledges that success can be achieved through various work arrangements. For more extroverted employees this is an opportunity to seek each other out and build community without mandates. But drawing everyone in? I think not.
Performance Discrepancy: Remote vs. In-Office Work
Challenging the assumption that remote employees are less committed or less productive than their in-office counterparts is crucial. In fact, studies have shown that remote workers often exhibit higher levels of productivity, engagement, and job satisfaction. Organizations can tap into their full potential and achieve better outcomes by allowing employees the freedom to work in an environment that suits them best.
Working from home has become increasingly popular in recent years and has numerous benefits. One of the main benefits is its flexibility, which can promote better work-life balance.
Those who work from home also tend to have fewer distractions, leading to potentially higher productivity levels. Comfort and convenience also play a role, as remote workers can set up their workstations to best suit their preferences.
Research conducted by Stanford University found that remote workers experience higher levels of job satisfaction and lower stress levels, which can lead to fewer sick days and increased productivity. Another study by CoSo Cloud found that remote workers were likelier to put in extra hours and work on their days off.
On the employer side, remote work can save on costs associated with offices.
Rethinking Engagment in a Remote Environment
I often ask myself, have managers ever considered maybe the people aren’t working at home weren’t working in the office? Engagement in a remote work setting may differ from the traditional office environment. However, this does not mean it is less valuable or impactful. Engagement isn’t just about looking like you are busy or being together. Engagement is the extent to which employees feel passionate about their jobs, are committed to the organization, and put discretionary effort into their work. Organizations can increase engagement among remote workers by embracing the following strategies:
- Create a sense of community through virtual team-building activities.
- Encourage meaningful communication through regular check-ins and feedback sessions.
- Provide opportunities for skill development and advancement.
- Set clear goals and expectations.
- Celebrate individual and team successes.
- Consider offering flexible work arrangements.
Engaging remote workers in virtual team-building activities helps strengthen relationships and camaraderie. Activities such as online games, virtual happy hours, and shared interest groups can create a sense of belonging and foster a positive work culture. Offer opportunities to socialize in person during work hours. These activities do not have to be mandatory. Inclusivity is about providing diverse spaces to show up and accomplish the same tasks, but it should not be measured if everyone shows up to every single event. But if an employee doesn’t come to any of the options, given the option, attempt to identify if you have a gap in preferences. They probably aren’t engaged if they can’t cite a need or talk about it. Let’s get real some people are all talk. And some people talk to much…facilitate these activities so everyone can join in without fighting the loudest voice and biggest personality.
Acknowledging workers’ accomplishments and providing regular feedback is crucial for maintaining motivation and fostering a sense of appreciation. Recognizing their contributions through virtual platforms, team meetings, or company-wide announcements shows that their efforts are valued and recognized. And not just shout-outs; shout-outs are cringe. People want to be recognized by their higher-ups in ways that matter. That’s where skill development with a clear outcome of advancement comes in. Stop expecting people to show up or do things without a clear outcome.
Granting employees autonomy over their schedules and work methods can significantly enhance engagement. Respect that choice. Allowing workers to manage their time and prioritize tasks based on their strengths and preferences empowers them to take ownership of their work and deliver exceptional results. If you want to return to the office as an employee, return to the office. And if you are an employee and need to socialize, communicate that need, act out that need. Hit Slack and say “hey, I’ll be working in the office on xyz if anyone wants to join.” And if you are an employer and you want to drive productivity, talk to your team, and measure productivity using METRICS. But if you want to teambuild try some differentiation; we have done it in teaching for years. But we have to move away from this all or nothing enaction for the benefit of a few.
Final Thoughts
Returning to work after the pandemic allows organizations to re-evaluate their approach to productivity, employee engagement, and work arrangements. It is crucial to recognize that remote work is not merely a temporary solution but a valid preference for many employees. Recognizing that organizations can still foster a strong company culture by supporting that choice is vital. By understanding the needs of individual employees and providing a safe, supportive environment for all, companies can thrive, whether in-person or remote. And in that process, they can send a message of appreciation to the people who contribute to their success.
Classroom to Corporate 