Home office or hybrid work used to be considered rather unusual, but – fueled by Corona – it has now become one of the biggest topics in companies.
At first, it was highly praised because it offers employees more flexibility, companies could save costs by reducing office space, and it increases productivity. But the initial “hype” is now over.
“Battle over the return to the office” or “Dispute over home office” are just a small selection of headlines that in recent months have dealt with employees returning to the office.
In many companies, there is again heated debate about how and to what extent employees should return to the office. There is talk of permanent home office solutions, hybrid models, or the mandate to work fully on-site again. But one thing I miss in many leaders at this point: clarity.
There are very different opinions and assumptions everywhere. Some leaders believe their employees have become so used to working from home that they can’t bring them back completely. Others, however, think employees need contact with colleagues to perform well. But half-baked solutions and mottos like “Let’s just somehow try this” don’t help anyone.
The trend is back to the office
Around the world, companies are increasingly asking their employees to return to the office. According to a global report by JLL entitled “Is hybrid really working?”, about 87 percent of employers expect their employees to choose the office as a place of work at least occasionally. Around 33 percent of the companies surveyed have already introduced mandatory attendance, while another 27 percent are considering this option. This trend follows the example of some U.S. technology companies like Tesla and financial companies like Goldman Sachs, which attracted attention earlier this year with strict attendance policies.
The assumption, widespread during the Corona pandemic, that home office could be a permanent alternative to the office is proving not to be viable for many companies. After three years of experimenting, a shift is becoming apparent in employees’ choice of workplace. Both companies and employees recognize the value of in-person collaboration in the office, which contributes significantly to team and company culture as well as overall performance. It’s not only corporate workplace strategies that play a decisive role here, but also the changing preferences of employees, who have come to appreciate the benefits of the office again.
Clear words don’t please everyone
Elon Musk expressed himself clearly on the topic of home office in an email and took a completely different direction from what many companies were doing at the time.
The essence of it: “If you are not present in person, your presence is no longer desired.” Whether these words are met with approval or not is beside the point. But Elon Musk states crystal clear what he expects and does not leave his team in the dark. He triggered a wave of outrage, but by now other large companies see it similarly.
Three mandatory days per week in the office: This announcement came at the beginning of the year from SAP CEO Christian Klein. Regular office presence contributes decisively to generating new ideas and thus securing competitive advantage, it was said in an internal memo.
Alongside SAP, Deutsche Bank and media company Axel Springer have also made clear announcements to bring their employees back into the office. Yet despite all headwinds, home office remains popular. More than that: its popularity is even continuing to rise, according to a study by the Bertelsmann Foundation.
The share of online job ads with a home office option has increased fivefold since 2019. Last year the average rate was 18 percent. On a monthly basis, the value even exceeded 18 percent recently.
Create clarity for your team
When it comes to work models, there are basically three options available: fully remote, hybrid (here the days vary, usually 1–3 days of home office per week), or fully in the office. Companies and leaders are currently asking themselves what the best way is – at the expense of clarity. They are analyzing how others are doing it, what successes they have achieved with it, or where they have failed. Which model other companies choose should not matter for you. As a leader, you decide what is the best way for your team.
Decide and communicate clearly
Decide on an option. Now. And communicate it with clarity and rationality. State your position clearly and decisively, like Elon Musk, who believes that a team in a distributed, hybrid structure cannot deliver great performance. For him, what is missing are the personal meetings at the flip chart, the spontaneous conversations in the hallway or at the coffee machine, and the coaching of young, new employees. Elon Musk believes that the magic for greatness cannot be maintained if people are not in the same room.
Other leaders see it quite differently. They believe that hybrid or fully remote work leads to more efficiency and productivity. In addition, not every employee enjoys constantly talking with colleagues; some are much more satisfied and happier working alone at home.
We will probably need a few more years to see who is right. I tend to believe that companies can maintain their momentum and operations remotely. But that true innovation flows more smoothly and successfully when there is personal contact. Regardless of which solution you ultimately choose, communicate it.
How clearly do you act as a leader on this and other issues? I’d be happy to exchange views on this.