In-Office Vs Remote Working: Autonomy, Mental Well-Being And Why Principles Trump Mandates

Keywords: People Risk, Sustainable Business, Mental wellbeing, Office Policy, Autonomy

Author: Lisa Munro

Date: 13 February 2024, Worklife Digital

The ongoing, seemingly un-winnable debate about in-office versus remote or hybrid working arrangements has highlighted the real need for new ways to think about the future of work. As companies continue to grapple with how to create a work environment that is both productive and appealing to employees, one key factor is emerging as crucial: autonomy.

Employees increasingly value flexibility in where and when they work. A 2021 Harvard Business Review* study found that 59% of respondents said that "flexibility" is more important to them than salary or other benefits, and 77% said they would prefer to work for a company that gives them the flexibility to work from anywhere rather than in a fancy corporate headquarters.

This desire for flexibility is not simply a matter of convenience. It is rooted in the human need for autonomy, which is one of the most important intrinsic drivers of motivation and satisfaction. When employees feel they have control over their work environment, they are more likely to be engaged, productive, and creative. In recent decades, work autonomy has not only been found important for employees’ job performance and work commitments, but has also been found to improve employees’ mental health**.

The Problem with Mandates

Many companies are still struggling to adapt to this new reality. Some have implemented mandatory in-office policies, while others have adopted rigid hybrid models that dictate where and when employees must work. These approaches are often met with resistance from employees, who feel their autonomy is being violated.

Apple's 2023 decision to require employees to return to the office at least three days a week reportedly led to multiple resignations. Employees felt "not just unheard, but at times actively ignored," and responded with an open letter to management requesting that "remote and location-flexible work decisions... be as autonomous for a team to decide as are hiring decisions." Recently the IT behemoth Tata Consultancy Services (TCS) issued a final notice to employees who are continuing to work remotely, directing them to resume office duties starting from March and that any failure to adhere to the directive will result in significant repercussions.

However companies that mandate in-office work are likely to find themselves at a disadvantage in the competition for talent. Recently in conversation with an employee at a leading UK bank (with a head office outside of London) they expressed frustration that their organisational policy demanded 5 days a week in the office which restricted attracting IT and cybersecurity candidates to only those who lived in the immediate area. They were struggling to recruit sufficient staff for their organisational needs and were missing out on the most highly skilled, experienced, and productive candidates as the office was considered too far to travel to five days a week. If businesses are to achieve sustainable success in a constantly changing and innovative world, attracting the best candidates is key.

The Benefits of Principles-Based Approaches

Instead of implementing rigid policies, companies should be developing principles-based approaches to hybrid work. These approaches give employees more autonomy over their work arrangements, while still ensuring that the needs of the business are met.

Rather than policies such as “minimum three days in the office per week” consider setting guidelines for best practices . For example, job roles could be updated to specify in-office requirements with strong reasoning as to what purpose this serves. Managers need to be onsite to better support, guide and mentor their teams and therefore could be expected to be in the office more often, particularly when their team is in. New starters who need to learn their roles and responsibilities, culture of the business and build relationships may be required in the office more regularly for the first 6-12 months in the role. Young new starters who are learning the soft skills of business including communication and relationship-building skills can also strongly benefit from being in the office more regularly. Opportunities for promotion could be partially tied to taking on more mentoring and buddying responsibilities, which require more in-person presence in the office. If communicated correctly, principles can be more effective than policies, while creating room to explore new ways of working.

Additional Considerations

It is important to note that there is no one-size-fits-all approach to hybrid work. The best approach will vary depending on the nature of the business. However, by keeping the following in mind, companies can develop work policies that are successful for both the business and its employees:

- Be flexible: There is no right or wrong answer when it comes to hybrid work. The best approach is the one that works best for your company, your industry, each role type and your employees.
- Communicate effectively: Keep your employees informed about your hybrid work principles and how they are being implemented. Present convincing evidence on how in-office working can benefit employees eg. despite the tech world we live in, more than 40% of American adults report experiencing loneliness. This negatively impacts the workplace because good, healthy relationships in the workplace are necessary in achieving mental wellbeing and maintaining work-life balance. Furthermore, loneliness has a significant effect on work output, limiting individual and team performance, reducing creativity and impairing reasoning and decision making***. This can impact an organisation’s revenue, spending, and organisational performance. The mental and physical effects of social isolation lead to higher costs for sick leave and health insurance claims. On the flip side, positive social relationships strengthen employee mental wellbeing and productivity.
- Be willing to experiment: Don't be afraid to try different things and see what works best.
- Get feedback from employees: Regularly ask your employees for their feedback on your hybrid work policies and make adjustments as needed.

At the end of the day, it’s up to each organisation to determine which approach makes the most sense in the context of their culture, industry, and overall purpose. However organisations that give employees the autonomy to have a say in the most effective way of working and support them with the right principles, training, and tools will result in a more flexible, more motivated, mentally healthy and higher performing workforce.

WorkLife Digital is a global mental-wellbeing consultancy driven by the mission to improve the sustainability of businesses. Our psychological wellbeing tool, Worklife Quotient (WL-Q), is modelled on cutting-edge scientific research and provides organisation-wide measurement and intelligence on the mental wellbeing levels and psychological resilience of staff. WL-Q also assesses the impact of organisational practices (i.e. people and culture, leadership styles, organisational purpose and values, social impact) that have a direct influence on staff wellbeing and provides strategic recommendations on addressing risks and promoting strengths.

For more information, get in touch at lisa@worklife.digital

References

*https://hbr.org/2021/10/forget-flexibility-your-employees-want-autonomy

**https://link.springer.com/article/10.1007/s11482-023-10161-4

***https://www.economicsreview.org/post/the-cost-of-incognizance-how-loneliness-affects-productivity