The pandemic has caused unprecedented global change, the effects of which will be felt for a long time to come, especially as it relates to work, productivity and workplace dynamics.
Remote work emerged as an opportunity to adapt and provided solace to businesses trying to navigate an uncertain new environment. Its appeal is undeniable: it allows employees to swap their office desks for home offices and protect themselves from the spread of COVID-19. Remote work became a preventative measure for the majority of employees, and many business leaders chose to adopt it as a permanent work policy. However, many organizations have opted not to do so and are instead returning to the office.
While the current discourse tends to highlight the pros of remote work (its ability to cross geographic boundaries, promote diversity, and increase flexibility), let's not be so quick to forget the benefits of working from the office. The office-based paradigm is not synonymous with a regressive attitude. In fact, many employers who promote the office are doing so not out of aversion to change, but as a conscious choice aimed at leveraging the power of collaboration, spontaneous ideas, and a consistent corporate identity.
Many employees are energized by impromptu brainstorms, watercooler conversations, and a lively office atmosphere. This isn't a battle of the two teams, but a mix of the best of both worlds. This doesn't mean a hybrid policy, but rather creating a work environment where everyone feels at home, even when they're in the office.
The dichotomy between remote work and traditional office work is not an either/or battle. Each has something special to offer, and employers can use office work policies to attract employees, even younger generations of employees. Here's how:
1. Emphasize the power of face-to-face synergy in recruiting efforts.
There's an undeniable charm to face-to-face interaction that can't be replicated on a computer screen — like the difference between texting a friend and sharing a laugh over coffee: There's an energy and spontaneity that sparks creativity and friendship.
When you interview candidates and bring them into the workplace, you get a better understanding of their personality, their work style, and how smoothly they'll fit into your existing team culture. This isn't just about ticking a skills checklist; it's about gauging the unspoken dynamics that power a thriving workplace. These are the intangibles that determine a successful hire. But you can also remind them of the benefits of working in an office.
Employees are so enthralled with the flexibility and autonomy of remote work that they forget that it also has many downsides. Remote workers suffer from isolation and are more susceptible to burnout due to reduced engagement, productivity, and creativity. Employers need to emphasize the connection and ingenuity that comes from being in close proximity with colleagues. Working in the office is immersive, and shared conversations and laughs lead to collaboration and growth. Candidates should envision themselves not just filling a role, but contributing to a larger ecosystem.
2. Consider any incentives you have to attract new employees.
While remote work is often at the center of discussions about attracting top talent, the incentive landscape is much broader than that. Employers have the opportunity to improve their offerings by considering enhanced compensation packages, better health and wellness benefits, stronger retirement plans, career development prospects, and more.
These perks speak to an employer's commitment to their employees' overall happiness and long-term growth. Add to this innovative perks like child care support, wellness programs, and commuter benefits, and employees will feel supported beyond their job responsibilities. Understanding that not all top talent wants to work remotely allows employers to cater to a broader range of needs and preferences.
3. Recognize the power of a people-first culture.
If you want to attract top talent, don't underestimate the appeal of a people-first company culture. Sure, employees care about perks and compensation, but they also want to feel like they belong to a community that puts them first. Companies with a people-centric ethos foster an environment where individuals feel valued, heard, and supported. This approach goes beyond the superficial and goes deep into building meaningful connections and fostering personal and professional growth.
A people-first culture means that an organization doesn’t just pay lip service, but also shows it with action when it comes to the well-being of its team. At its core, it requires trust, empathy and inclusivity, but it’s also ingrained in decision-making structures. Trust forms the foundation of the relationship between employees and company management, allowing individuals to confidently express their thoughts, concerns and aspirations without fear of retaliation. Empathy – actively listening, acknowledging and considering the feelings and experiences of others – helps employers understand the diverse needs and perspectives of their employees. And inclusivity creates a space where employees with different perspectives and experiences feel welcome and valued.
Embedding trust, empathy and inclusivity into decision-making not only shapes policies and processes, but also influences how choices are evaluated and implemented. Decisions are not made in a vacuum or by a few, but collaboratively, considering the impact on the entire workforce.
When it comes to the future of work, remote work options are valuable but not right for every company, while the office remains a timeless foundation for attracting, retaining and empowering the best talent.
