By Andy Holt
Hays’ recent research shows that the debate over ‘back to work’ (BTO), has heated up again. Half of UK professionals would quit their jobs if they were forced to return to work full-time. The battle lines are drawn and everyone is hot under the collar. A study by Hays found that 75% of employees preferred a hybrid pattern. Meanwhile, big names have pushed for a return to work.
Asda and Amazon have been the most aggressive.
The public sector faces challenges as well from staff who are dissatisfied with the BTO mandate. More than 60% of Land Registry employees oppose the return to work call, and Met employees refuse to comply. Arguments are rife on productivity (pros and con), innovation, collaboration at work and social cohesion.
Both sides have valid arguments for hybrids and returns, regardless of the tone. The confrontational language of Lords Sugar, Rose and others who have publicly criticized the popular model of working from home earlier this year is not helping. The pro-home working camp is guilty of overstating the benefits, while conveniently ignoring the fact that our workplaces are hollowed out in the name of flexibility.
What do employees make of it all and what are the implications for internal communications and HR who must navigate this minefield of information?
We still feel like we need a direct, mature conversation with our employees. Businesses grappled quickly with the new work structure post-Covid and made assumptions on both sides. It’s important to restart the conversation with employees regarding the pros and cons the new workplace.
In order to make a hybrid argument or even a full return, you need to explain the values and vision that drive your business, its working practices, and the demands placed on it. This allows employees to be involved in the decision-making process and help the business find the best path forward.
Ton deaf orders from above are rarely effective. It is always better to bring people along with you if you want to develop and keep talent.
Managers must be the ones to drive the conversation, test the climate and feed back to the leadership. Leaders and managers need to do more than talk. We see many companies where the managers are less present in the office than their younger staff (sitting in their home offices). It is bad for the ‘on-the-job’ development of employees, it lowers morale, and it’s not
A good look.
The fact that some employees, especially those on the frontlines, have not seen a change in their working patterns, but their colleagues at HQ are enjoying home working, poses a challenge for business. It is possible to overcome this divisive culture by adopting fair, flexible, and sensible policies that benefit all employees, rather than ignoring it.
To drive change, you need a strategy for internal communication and channels that are fit for purpose. Many organisations, even though the business has moved on, have not radically overhauled or reviewed their IC strategy. Many organisations are still using legacy channels that have limited reach and do not take into account how employees prefer to be communicated.
We are social creatures. It’s important to have a mix of teamwork and social time to enjoy your tribe. Talking to your employees will help you identify their top priorities, and an analysis will reveal what is best for the business in terms of creativity, innovation, and productivity.
I believe it is important to meet people where they’re at, and not where you imagine they are.
Andy Holt, Principal of Engagement and Experience is at Definition.
The original HR News article Take the heat out the “back to work” issue appeared.
