Why the Push for In-Person Work Misses the Mark

The world has undergone a major shift in the last few years as it relates to how we work. The pandemic forced many organizations to adopt virtual work out of necessity and, for many employees, it was a welcomed change.

However, as the world returns to a semblance of normalcy post-pandemic, many leaders and organizations are now requiring employees to return to in-person work four or even five days a week. And this is understandably ruffling many feathers.

I’d be the first to say that working in-person certainly has its benefits, such as fostering spontaneous collaboration, strengthening relationships, and reinforcing a sense of team unity. This said, the push back to full-time in-person presence is both problematic and raises important issues about leadership perceptions that need to be challenged.

Why This Push is a Problem

Although the benefits of in-person work are clear, it’s equally important to acknowledge that working in the office poses issues for some team members – not to mention that virtual work offers significant advantages for many, and these needs shouldn’t be overlooked.

Many organizations are justifying a return to four or five days of in-person work based on the biased belief that employees who are physically present are more productive, committed, and engaged. Yet, research shows this isn’t the case. A study by Stanford University found that remote workers are just as productive and as likely to be promoted as their in-office counterparts, and that hybrid work dramatically boosts retention rates. The belief that physical presence equates to higher productivity is a relic of pre-pandemic thinking, where visibility often counted more than actual results.

Moreover, the pressure to return to greater in-person working ignores the numerous benefits that virtual work provides for many employees. For parents, caregivers, and people with disabilities, virtual work can be a game-changer, because it allows for more flexible schedules, reduced commute time, better work-life balance, and lowered stress. For many women and professionals of color, working virtually enables them to be more authentic and better shield from workplace biases. And for Gen Z and Millennials, who make up a large percentage of the workforce, the ability to work virtually is fundamental to workplace needs, given the high value they place on flexibility and autonomy in their jobs.

Ignoring these preferences reinforces old ways of leading that will not work in this dynamic and complex new working environment. It will undoubtedly lead to greater retention issues, lower morale and productivity, and challenges with belonging and inclusion – all at a time when our workplaces are already struggling.

Solutions: What We Should Be Doing Instead

Rather than enforcing a rigid return to in-person work, organizations need to embrace a more flexible approach that aligns with the evolving needs of the growing diverse workforce. This is where the concept of Shift Leadership comes into play—a new leadership paradigm that prioritizes team members’ needs and encourages leaders to adapt their behaviors to create workplace wellness and success.

Rooted in Shift Leadership, here are four steps organizations can take to better meet team members’ needs:

1. Offer Flexibility:

Choice is key. Though some jobs will never be virtual, wherever possible, I suggest that organizations cultivate a hybrid approach, where employees are able to work ideally a minimum of two or three days virtually, in consultation with their leader.

2. Focus on Output, Not Location:

Leaders need to signal that they trust their employees to deliver results, rather than focusing on measuring physical presence. In other words, leaders need to focus on evaluating productivity based on high quality outcomes, instead of focusing on where a team member is working from.

3. Emphasize Well-Being:

A key element of Shift Leadership is centering the well-being of our team members, which ultimately is a win for all. In vocally communicating support for hybrid work, and tying this support to workplace wellness, leaders will help foster an environment that values employee health and well-being – key pillars of organizational success.

4. Cultivate a Culture of Trust:

Trust between leaders and their team members unlocks myriad benefits for all within an organization (and is fundamental to Shift Leadership). To make trust happen, leaders must give employees greater agency over how they work and demonstrate the willingness to adapt practices based on individual needs – and this is what hybrid work is all about.

By embracing these four steps instead of pushing an all-out return to in-person working, leaders will better meet the unique and diverse needs of their teams. In doing so, they will leave behind archaic ways of managing, thereby creating workplace cultures that foster higher productivity, engagement, and success for all. And this is what our workforce both expects and needs, especially in this difficult moment.

I hope my words help! Are my messages resonating with you? I’d love to hear your thoughts! Please send me a message through our Contact Us page, LinkedIn, or Instagram.

Reach out to the bci team here to learn more about our range of cutting-edge programming on how to cultivate Shift Leadership in the workplace.

If you’re looking for resources on how to shift leadership and create cultures of belonging, empathy, psychological safety, inclusion, and engagement, check out: