As part of his 40 billion pound Twitter take-over, Elon Musk axed the company’s work-from-anywhere policy. In June, Musk reportedly sent out a staff email warning Tesla workers that a minimum of 40 hours per week in the office was non-negotiable. While Elon may have no regard for employees working anywhere other than the office, Victoria Short wonders whether he has fully considered the impact that simply herding employees back into the building will have on staff morale, trust and — ultimately — productivity.
We have seen a rise in remote and hybrid roles following the pandemic, with many employers recognising the fact that allowing employees to work flexibly enhances their wellbeing, promotes a better work-life balance and is a definite drawcard when it comes to attracting top talent.
However, despite the clear positives of flexible working, the benefits of being in an office cannot be ignored. Workers just starting out in their careers have told us that they enjoy a better learning experience in-person and benefit mentally from the social aspect of being close to colleagues. Managers argue in-person meetings are more effective, and admit that they often struggle to manage workers that they cannot see beyond a screen. In my experience, hybrid working is key to a productive workforce – but both the in-office and at-home elements have to be executed well in order to achieve maximum results.
Pre-pandemic
Prior to the pandemic, commuting to an office was an unquestioned daily ritual that has long since been replaced by a more flexible and balanced working model. Untethered from our desks, it is fair to ask what role the office serves in our new reality. If you are asking employees to return to the office, you should also be asking yourself whether the office is still fit for purpose. So how do we, as employers, make the office an inviting and productive space where our employees can thrive?
I love the unrivalled magic that comes from being in the same space as our colleagues and face-to-face collaboration brings a unique energy to projects. Employers should aim to redesign the office as a collaborative shared space that is both inspiring and inviting. People are diverse and complex, and the office space should reflect this with a balance of private and social spaces created for comfort, collaboration and conversation – while increasing productivity. Each worker should be allotted 12 sq metres of space – anything less has a negative impact on wellbeing and performance. Adding functional furniture that also looks beautiful adds a touch of home indoors, but do not forget to invest in your outdoor areas too as access to nature, fresh air and a change of scenery all contribute to good mental health and give colleagues a well-deserved break.
What about digital offerings?
A company’s digital offering plays an important role in encouraging teams to use offices. Investment here should be focused on smart tech that makes the human office experience smoother. Recent research from Savills’ flexible office platform, Workthere, showed that more than 20 percent of UK office workers believe that voice-activated technology will vastly improve their work. With more than half of Brits now using voice-activated technology at home, a progression into the office feels like a natural next step. Hassle-free office entry that relies on biometrics or digital sign-in gives your company an instant modern edge – while the option of controlling lighting, temperature and airflow via motion sensors ensures an optimal working environment that allows employees to comfortably focus on work without worrying about the aircon.
You also need to give your team a reason to reconnect. Employers have to recognise that offices are now competing with home working spaces. We have to up our game if we want teams to reconnect. I like to schedule in-person team meetings well in advance and make sure that employees enjoy the full benefits of face-to-face interaction, often spurred on by a high-energy agenda. Brainstorming is more effective in person, and the energy of in-person team working gives a boost to big ideas that are often hindered by screens. If you want your team to connect, give them a reason to get creative. Save exciting projects for the office, schedule uninterrupted team-time and don’t shy away from challenging your team to take on difficult projects and produce great results together. If you explore healthy ways to strengthen relationships when you’re together as a team, this will translate when you are next on screen and will go a long way towards minimising miscommunication that so often creeps into our virtual interactions.
More than flexibility is required
Offering flexibility just is not enough anymore. During the pandemic, many employers implemented a basic remote working policy. I use the word policy very loosely here, as many of us — including Randstad UK — were forced to stop, take stock, and make the most of an evolving situation. As we all settled in our new normality, the positives became obvious. More time with family, money saved on the commute and a sweeping sense of relief as the chaos of the pandemic was eased by a new sense of control over how and where we worked.
Post-pandemic, many employers have yet to catch up. A worrying number have yet to implement any working policy at all. At Randstad, we are seeing an increase in the number of hybrid roles being offered — but candidates are far more aware of their needs and want to understand what exactly a hybrid policy offers before they will consider a role. My advice to companies who want to attract top talent is to be open and honest about your offering — whether that is totally remote, flexi-hybrid or a more formalised hybrid approach that requires colleagues to work in the office on certain days of the week. If you expect staff to work in the office 3 days a week, make sure that you communicate that upfront. It will save you – and potential candidates — the frustration of haggling over a benefit that might not even be up for discussion in the first place.
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Victoria Short is CEO of Randstad UK.
Victoria Short is the CEO of HR services provider Randstad UK & Ireland, jobs board Monster, and Pareto Law, a sales recruitment and training firm. She joined Randstad as a branch manager in Manchester in 2000.
Randstad employs close to 2,000 people in the UK.
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