The way back to the corporate office: reasons and solutions
In recent years, the COVID-19 pandemic has led to an unprecedented shift towards remote working. Many organisations and their employees have become accustomed to the new normal of working from home. However, more and more organisations are now asking their employees to return to the corporate office on a regular basis. There are many reasons for this decision, which employees do not necessarily always understand.
It is often difficult to deprive people of privileges to which they have become accustomed and whose benefits they appreciate. This can be easily compared to the example of children and chocolate: Children who have never tasted chocolate cannot miss it. But once they have experienced the sweetness and you take it away again, this inevitably leads to resentment. The behaviour is similar with working from home – once it has been granted and experienced as beneficial, it is difficult to give it up again.
Reasons for returning to the corporate office
What prompts companies to request a return to the traditional on-site working model? For many employees, the reason for returning to the office is unclear. In order to provide more transparency and promote mutual understanding, I have summarised the five most common reasons I know of:
1. corporate culture and team dynamics
Physical presence in the office is often seen as essential for maintaining corporate culture and interpersonal relationships.
- Collaborative projects,
- spontaneous exchange and
- a sense of belonging
can be fostered in a shared working environment. The social interactions that take place in the office are critical to creating a shared sense of meaning and purpose that transcends individual work tasks. Organisations fear that these aspects are more difficult to replicate when teams work remotely.
2. lack of trust in employees
Another reason for returning to the office appears to be a lack of trust in the productivity of employees working from home. Despite numerous studies¹ showing that productivity can remain the same or even be higher when working from home, reservations remain.
Some managers believe that without direct supervision, morale could drop or that employees could take advantage of the flexibility available to them. This attitude often reveals a deep-rooted “culture of mistrust” within an organisation that struggles to put a focus on results over presence.
3. organisational efficiency and communication
Some organisations observe that certain processes and internal communication are slower or less effective in the home office than on site. Especially in industries that require quick decision-making and close collaboration, returning to the office may be considered necessary to increase organisational efficiency. Daily stand-up meetings, spontaneous discussions and the ability to react quickly to changes are some of the benefits that the office environment offers. However, it is fair to admit that, depending on the escalation level, a call via Teams is often quicker than trying to find the necessary contacts in the office.
4. reversal of power: reaction to the labour market
One theory that I was able to discover, particularly in dialogue with employees, is the reversal of power. The balance of power on the labour market has shifted significantly in recent years. Particularly in times of skills shortages, the position of employees has strengthened in relation to employers. During the pandemic, many employees had the freedom to work from home, which allowed them to organise their work more flexibly and often achieve a better work-life balance. By demanding a return to the office, companies could try to rebalance these power relations in their favour. Physical presence in the office allows managers to have more control over work processes and routines, potentially shifting the balance of power back in their favour.
5. legal and operational considerations
In some cases, legal and operational considerations may play a role.² Data protection regulations, security requirements and the need to use specialised hardware or software that is only available in the office may prompt companies to require a return. However, this has not been abandoned in recent years. On the contrary, a lot of money, time and expertise has been invested in ensuring such security.
Despite the numerous reasons for returning to the office, one key question remains unanswered:
What can organisations do to effectively bring employees back to the corporate office?
Returning to the office without a clearly defined purpose is possible, but is rarely the best solution. Instead, organisations should consider the following strategies:
Clearly communicate the ‘why’
Explain the deeper purpose behind the return to the office and create recognisable added value for employees. This includes clearly communicating what you as a company expect from the days of presence. In other words, what goal is being pursued or is to be supported by being on site.
Involve employees in the return
Self-organisation has been emphasised time and again in recent years, particularly in the context of agile working. Why shouldn’t this also be taken into account when it comes to bringing employees back to the office? There could be an expectation that employees are in the office on X days – but in a way that makes sense. The when and how should be left to the individuals and teams themselves.
Organisation of team days
Encourage personal dialogue and collaboration through dedicated days. These can be extended to include experiences such as a joint breakfast or a regular appointment for “coffee” with colleagues.
Optimisation of space and premises
Create an environment that supports real teamwork. Employees who are physically together should also actively work together. Otherwise, they might as well work from home, as this would not have a positive impact. It is also important to consider the accessibility of the premises and, if necessary, parking facilities.
Take employees’ concerns seriously
Listen when employees express reservations or make it clear that they want to understand the reasons for returning to the office. Check whether personal circumstances or potential for improvement in the premises play a role.
Personalisation of the office
Encourage employees to design the office as their own workspace and to feel comfortable there. In times of shared desk models, this is of course an additional challenge. However, don’t hesitate to encourage creativity and welcome new ideas. There are certainly employees who are passionate about working on such topics and would like to develop solutions together in workshops or similar formats. This does not have to be initiated exclusively by management or the corporate and HR development departments.
Through these approaches, organisations can not only increase physical presence in the office, but also create a more positive and productive working environment.
Conclusion
It is a significant challenge to take away people’s privileges or habits, especially if they see clear benefits in doing so. Companies are therefore faced with the task of clearly and transparently communicating the “why” behind the return to the office. While a return to work for its own sake may be feasible, it often leads to frustration among employees and has a fundamental impact on the corporate culture.
In order to promote acceptance and commitment among teams, it makes sense to leave decisions to them. Questions such as
- “When do we want to meet?”,
- “What do we want to achieve together?” and
- “What can we do better in the office than at home?”
should be discussed collectively. This not only promotes personal responsibility, but also a sense of solidarity with the company.
Of course, there is a risk that some employees, especially those with rare qualifications or a strong negotiating position, may refuse to return to the office. This is where companies need to decide whether to make a power play or focus on real results and co-operation.
The decision to return to the office is complex and reflects a mix of organisational, cultural and strategic considerations. Organisations need to carefully consider these decisions to ensure that they do not compromise the productivity and wellbeing of their employees. A balanced approach that offers flexibility while capitalising on the benefits of the office environment is key.
In my view, a hybrid way of working remains a clear recommendation. The aim should be to work together and not against each other, which does justice to the nature of the term co-worker.
Notes:
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[1] For example PwC: Home sweet Homeoffice (in German)
[2] There is also – especially in the USA – “concern” about the value of commercial property
Vanessa Steffen is looking forward to an interactive exchange. You can easily get in touch with her on LinkedIn.
Vanessa Steffen has published two more posts on the t2informatik Blog:
Agility as a buzzword? Yes, please!
The art of omitting things
Vanessa Steffen
Vanessa Steffen founded Truelutions with the intention of supporting future-oriented companies in the field of agile organisational development and corporate management. In doing so, she brings together the needs of employees and employers while ensuring economic efficiency.