Return to the Office and the Future of Work
Outsell community leaders held an honest discussion this week about returning to offices and the future of work. While our meetings are off the record, there are general themes we can share based on Outsell’s own research and our aggregate engagement with the market.
Approaches vary based on company size and culture. We know of some companies that will require 100% of employees to return to the office — no ifs, ands, or buts. Most will be hybrid, while some will be on the other side of the bell curve, remaining 100% virtual. More than half of CEOs we know are reducing office space. Most plan to use the office for what it does best: collaboration, meetings, lunches, and other ways for people to connect. There is no need in this day and age to go to the office to sit in a cube and answer email — it’s dumb.
Here are some of our observations from the meeting:
- In general, we are seeing employers trying to respond to their employees’ concerns about returning to the office if some are not vaccinated. One will be asking them to sign an attestation that they have been vaccinated before being able to return. Some are considering requiring vaccinations, but the legal position varies by geography, including the matter of obtaining boosters over time. An employee needn’t get a vaccine, but if they want to come to work, they’ll need one. Most companies want to stay out of dealing with issues related to the ADA, medical information, or other information involving employee privacy. It’ll be a balancing act, for sure.
- Many, if not most, will require masks, social distancing, and proper safety protocols in the office. There is some discussion about not having masks if employees are vaccinated, but that’s still iffy given variants and the prospects of boosters and vaccine breakthroughs. Most employers want to be safe rather than sorry.
- Most companies want to put in place some structure. Employees are asking for clarity about approaches, and complete flexibility can lead to anarchy or general confusion, especially in larger companies. Clear and regular communication is vital, so set some parameters. One company we know is doing work from home / no-meetings Fridays and a week in the office a month. Then they’ll adapt and figure out other approaches once they learn what works.
- “Back to work” will be a process, not an event. Declaring a date right now is difficult. Many employers will want to wait until after the summer. Putting the burden of caring for children at home on top of the stresses of returning to an office are too much. Wait until September, when we are sure schools will be open.
- Some employers are putting out waivers of liability for business travel. Consult with your attorneys and check your insurance policies, no matter what you do.
- In general, when employees want to move, honor existing salaries. Quibbling over local rates can be a demotivator, and employers have to compete for scarce talent. Keep the benefits up and the flexibility high. Key individuals aren’t worth losing over things like where they live or how much they should be paid if they move from New York to Kentucky. When recruiting from scratch, it’s reasonable for companies to pay local rates.
- Set standards for those that are completely remote vs. hybrid vs. office-based. Keep T&E, salaries, etc. consistent for specific groups so that an employee declares their approach and vice versa and then the policies for each kick in. They will be different.
- The situation varies hugely around the globe. Offices in China have been operating normally for months. In other places, infection rates are surging, and mass vaccination is still a long way off. That has big implications for the countries and companies concerned and for international business travel. It also has implications for how employees are treated in different locations.
We all agreed that we are inventing as we go and that flexibility and agility in adapting are key. Different companies will have different things that work for them, so it’s better to personalize and then adjust. As one leader said: “change the narrative away from ‘return to office’ and more to ‘our future of work.’” The return to the office is part of a much larger change that is unfolding as our world continues to go digital on steroids. It’s not going back, so “return” sends a message of reverting rather than creating a new future.
Keep us up to date on your plans and approaches, and if you are stuck, let us know. We have resources on tap and research on this topic. We’re here to help.