It seems that the hybrid work pendulum is swinging back towards the workplace. Amazon has mandated five days a week in the office from January, while PwC has started tracking the working locations of its employees.

Perhaps they feel compelled to do so because Londoners are spending just 2.7 days per week in the office, less than many global cities.

This comes against a backdrop of a Labour Government strengthening support for flexible work, with the Prime Minister stating that a “culture of presenteeism” is bad for productivity.

While the benefits of working from home (WFH), such as improved work-life balance and potential productivity gains—may help with recruitment and retention, there are many factors to consider when adapting your hybrid work policy.

DOES REMOTE WORK KILL CULTURE?

One of the key reasons that Amazon gave for its new policy is that employees being together will strengthen its culture. This is backed up by a recent study in which 78 per cent of respondents believe that remote working has damaged the social aspects of working that mean so much.

However, the same study found that most people were most productive either when fully remote or in a hybrid arrangement, and just 26 per cent said they were most productive working exclusively in the office. Finding a balance between productivity and culture is a tricky one, not least because they are both hard to measure.

BLURRED WORKING HOURS

Starmer raises a crucial issue about the culture of constant connectivity—employees being contacted outside of working hours. While the intention to protect workers’ personal time is commendable, enforcing such boundaries in a truly flexible work environment is complex.

Consider a scenario where an employee works from a different time zone or prefers to start their day later in the evening. What constitutes “out-of-hours” in such a setup? The lines blur quickly when flexibility is a key feature of the working arrangement. Without clear guidelines, we risk creating confusion and unintended stress for workers who may feel compelled to respond to messages during their off-hours, simply because their sender’s workday operates on a different schedule.

Managing this aspect of WFH requires a nuanced approach that considers individual working preferences while also ensuring that communication remains effective and respectful of personal time. This balance is difficult to achieve and needs more than just a policy—it requires a cultural shift within organisations to truly honour the intent behind it.

THE INVISIBLE WORKFORCE

When we discuss WFH, the focus is often on office workers who enjoy the flexibility. But we must not overlook the ripple effect this shift has on other sectors. Security officers, cleaners, baristas, and retail workers in city centres rely on the presence of commuters to sustain their livelihoods.

With fewer people commuting, businesses that serve these workers suffer, leading to job losses and reduced income for many who do not have the option of working from home.

This also necessitates important internal discussions about how you treat employees equally. If office-based workers can work with flexibility, what can you offer to frontline workers? If we want to make FM a career of choice, then we must make it an attractive proposition.

LONG-TERM IMPACT

The rise of WFH could result in a hollowing out of city centres, with empty office spaces and deserted streets becoming the norm. This could impact the long-term sustainability of urban economies which thrive on the daily buzz of human activity.

Real estate has traditionally been a cornerstone of many pension portfolios, offering reliable yields that support the retirement plans of millions. However, with the potential decline in demand for office space due to WFH, the value of these investments could decrease.

For younger generations who are already facing an uncertain financial future, this could have serious implications. The prospect of lower pension payouts or the need for increased personal savings to make up for shortfalls could become a harsh reality.

This highlights the importance of a balanced approach to WFH, one that considers the long-term economic impact on all of society.

STRIKING THE RIGHT BALANCE

Businesses must develop strong change management and communications strategies to successfully navigate this transition in a way that meets the specific needs of the business, supports employees, and aligns with customer expectations.

It should include clear communication of the reasons behind new working practices, training to help employees adapt, and ongoing support to address any challenges. By engaging with employees and understanding their needs, businesses can tailor WFH policies that enhance productivity without compromising wellbeing.

Effective communication is at the heart of this process. Regular updates, clear guidelines, and open channels for feedback help to create a culture of transparency and trust. When employees understand how WFH fits into the broader business strategy and feel supported in their roles, they are more likely to embrace change and contribute positively to the organisation’s success, all of which supports retention and recruitment.

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