Editorial
One of the more tedious aspects of the post-pandemic landscape has been the willingness of leaders to go against the considerable evidence before them. Nowhere is this more evident than in the return-to-office mandates from companies like Dell and Amazon.
The mandates ignore the body of research that has found remote working is not only productive, but is also great for employee wellbeing, engagement and retention.
All or Nothing Only Alienates Talent
A recent study from CU Boulder examined over 100 studies looking into the role remote work plays across an array of areas. For example, the researchers identified both the benefits and the harms of remote work for women. While it can help women juggle the demands of their personal and professional lives, it can also have a negative impact on their professional development.
The researchers explain that women's careers benefit when they forge a deep connection with a small number of contacts. Men's careers benefit through a larger number of so-called weak ties. The researchers argue that it is perhaps easier to build a network of weak ties online than to create a stronger network.
There are also concerns around the impact on people at different stages of their careers. The fact that junior employees may struggle to access the kind of support they need to advance and grow when they work remotely has been well-documented. It isn't as much of a concern for more senior employees, who tend to have better remote work setups as well as established professional networks.
Another common refrain is remote work prevents teams from forming bonds and that younger employees lack the mentoring opportunities that can occur in the workplace, although I explore some simple ways around these in another article.
Related Article: CEOs Blame Work From Home for Company Failings. They're Wrong
Why the Researchers Advocate for a Hybrid Approach
The researchers advocate for a hybrid approach rather than the all-or-nothing choice currently dominating the debate. A hybrid approach allows people to benefit from quiet spaces for focused work, provides more control over their work-life balance and brings opportunities to interact face-to-face with colleagues. Indeed, hybrid work tends to be a win-win for all concerned.
The existing polarization of options — either all remote or entirely in office — leads the researchers to believe that employees will actively select employers based on this one issue. What can people stuck in this situation do if they want to work in a hybrid way but their employer mandates a return to the office?
Having control over your day is key to reaching a "flow" state, the mental zone where work feels meaningful and creativity happens naturally. In this state, tasks become absorbing, and ideas come effortlessly. To get there, employees need to carefully shape their work environment, especially in settings where distractions are common.
Related Article: Friction at Work? You Might Need a Collaboration Referee
Find a Shared Flow State
When it comes to teamwork, achieving a shared flow — sometimes called "burstiness" — is just as valuable. Bursty teams have strong psychological safety, so people speak up without fear of being judged. This sense of security allows ideas and discussions to move quickly and productively, creating a natural flow of collaboration.
For employees returning to the office, reaching these states of flow and burstiness requires more effort. Work from home has fewer interruptions, which makes finding flow easier. The office requires intentional planning to create spaces that encourage focus and open teamwork. In both cases, nurturing these mindsets may be essential for productive and satisfying work.
The analysis highlights how a hybrid approach allows people to show up in the way that works best for them and provides people with the best of both worlds, all while also giving them ownership and autonomy over their work.
Related Article: Finding the Balance Between Deep Work and Collaboration
Getting Management Right for the 21st Century
Hybrid work inevitably requires a change in how managers operate. Research from EDHEC highlights the challenge of how much autonomy to grant remote workers and how closely to supervise them in particular. Monitoring remote workers involves an entirely new set of challenges.
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In some cases managers veer too deep into employee monitoring in a bid to retain control, as a study from Reichman University's Baruch Ivcher School of Psychology found. The result is an erosion of trust.
A better approach is to be more fluid and flexible, where managers are more supportive rather than controlling. This style of management can support the autonomy of workers and maintain the cohesion of teams. This servant leadership approach is founded on trust and empowerment.
Managers must adapt to the changing needs of employees, but with return-to-office mandates becoming increasingly commonplace, managers appear to struggle with this mindset shift. This mental rigidity will cause them to miss out on the benefits of hybrid work and potentially drive away talent.
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