Latest news with #returntooffice
Forbes
5 days ago
- Business
- Forbes
Hybrid Work Not Working? Here Are 6 Ways To Fix It
It's possible to make hybrid work, work well. getty If hybrid work isn't working for you, you're not alone. In fact, almost 70% of leaders say their hybrid and return-to-office policies need improvement or even major revision. And at the same time leaders say it's not working well, hybrid work is widespread with almost 90% of office workers who say they work hybrid, meaning they work in the office sometimes and away from the office at other times. With so many people doing hybrid work, it's critical to get it right. And there are a few ways you can create a better system with better results. Fully 88% of office workers say they work hybrid, according to surveys of over 539,000 employees by Leesman. According to the data, there are 4% who work fully remote and 8% who work fully in the office. But the pattern of hybrid working affects everyone, since even the 12% of those who don't work hybrid themselves have a high likelihood of interacting with a teammate who does. With their hybrid work, 48% of people are in the office about three days per week, with only 4% of leaders who say they require five days in the office, according to Leesman. But when you ask leaders of corporate real estate about their satisfaction with their hybrid and return-to-office policies, they are dissatisfied. The Leesman data demonstrates that only 31% say their approaches are working, while 64% say they need improvement and 5% say they need major revision. There are some primary ways to fix and improve hybrid work. 1. Culture To fix your hybrid work approaches, ensure you're paying attention to the bigger picture of your culture. Hybrid work alone won't drive satisfaction, retention, productivity or morale. Many surveys have found that people have positive experiences with hybrid work, but it's not the whole story. In fact, research involving 360,000 employees found that while remote and hybrid work seemed to correlate with satisfaction and retention, these effects disappeared when the researchers accounted for pay, HR practices and leadership. Specifically, factors like recognition, communication, development, management and compensation (in this order) mattered most. This is according to a study by the National Bureau of Economic Research. Cultures that are proven to deliver the best results for people and organizations provide an inspiring vision and mission as well as strong leadership and direction. They also offer meaningful opportunities for people to participate and get involved. They ensure the appropriate consistency and clarity about expectations, and they provide the opportunity for people to learn, grow and adapt as individuals, teams and as a whole organization. Be sure your hybrid work policies operate within a strong and constructive culture. 2. Clarity with Contribution You can also fix your hybrid work model by ensuring clarity. Start with what drives your organization and your business and establish principles that align with these and provide true north for your decisions about hybrid work. People need a clear sense of purpose in terms of the why for the organization and the why for their work. They need to know how their efforts connect to the broader goals and how their unique contribution is valuable for the organization. People also need clarity on why they should come to the office. Some of the reasons may pertain to the benefits to the organization like faster decision making or a stronger connection to the customer. But they should also relate to the employees themselves. Factors like stronger relationships with colleagues, greater esteem from performance and more rewarding work have all been proven through research. As you're establishing clear practices, also obtain input and contribution from employees. According to surveys by Gartner, 77% of workers want to participate in creating their hybrid work model. Ask people how they work and what they need to succeed. Run pilots and then develop appropriate practices. From there, implement, measure, monitor and continuously improve. You can also fix your hybrid work strategy by being clear about when, where and how people show up. Of course, you want to provide appropriate flexibility and choice, but this should be balanced with clear expectations. According to Leesman, organizations are increasingly making decisions about hybrid approaches at the organizational level. The number of companies that provide full choice at an individual level has been cut in half since 2022. Instead, organizations are setting guidelines about the number of days in the office and then allowing flexibility within those expectations. People appreciate knowing what's expected. When you're clear, you reduce the effort that is required to coordinate with teammates. If the team is in the office on Mondays through Wednesdays for example, it's easier to coordinate collaboration. Or if colleagues can always plan on the second and fourth Fridays as a no-meetings-work-from-home day, they can leverage the time more effectively. Be sure your hybrid work policies are clear and consider obtaining input from employees about what they should be and about how they can be improved on an ongoing basis. Design hybrid work with intention. getty 3. Connections Another way to fix hybrid work is to ensure people still have meaningful opportunities to connect. Having good friends at work is one of the primary reasons people stay with an organization. But we are in the midst of a loneliness epidemic, and people crave connections with colleagues. In fact, 69% of people are dissatisfied with the amount of social connection they experience at work, according to a survey by BetterUp. And interestingly, both in-office and remote workers experience loneliness according to a survey by Perceptyx and also a survey by Gallup. This is probably because if schedules aren't synched up, we can miss people because we're in-person on different days. In fact, the Gartner data showed that 40% of people said that facetime with colleagues and leaders was their primary reason to be in the office. You can help people connect when they work hybrid by providing guidelines for when they're in the office. That way, people can make the commute on days they'll see their people. Also design the workplace for connections. Provide work cafes where people can see and be seen, provide neighborhoods where teammates can be in proximity to each other and provide enclaves for private conversations between colleagues. In addition, give people private spaces where they can do focused work or video calls. People will be more likely to come into the office and collaborate effectively when they can also get away as they need to. Ensure technology helps people connect seamlessly, so collaboration can occur from a distance. In the Gartner survey, people rated in-person meetings as the most productive (no surprise), and they rated hybrid meetings as least productive. Only audio-only meetings were worse. Be sure rooms are designed for effective audio and video for all participants, and establish meeting etiquette that invites participation by remote participants. Also ensure plenty of communication channels, so people can reach out in a variety of ways. In addition, provide the opportunity for people to work on meaningful tasks with shared goals. Team building can occur from social experiences, but it is even more powerful when people share mutual objectives and roll up sleeves to accomplish outcomes together. Be sure your hybrid work approaches and your organizational practices foster connections and allow for appropriate focus and privacy as well. 4. Consistency Another way to fix hybrid work is to ensure consistency. Hybrid will be a struggle if people perceive it to be unfair or arbitrary. Be sure you're adhering to fair principles as you establish who is allowed to work hybrid or remote. Let the nature of the work guide the opportunity for different ways of working and be transparent in the ways you're communicating and applying policies. Also ensure leaders are consistent in applying practices across team members and between teams, as well as how they address unique needs. And ensure leaders are personally behaving in ways that are consistent with policies. Be sure your hybrid work practices are fair and that you apply them consistently. 5. Comfort and Conveniences You can also fix hybrid by ensuring people have positive experiences in the office. In fact, the Gartner survey showed that people want office amenities like ergonomic desks and monitors as well as printers and Wi-Fi. They also want in-person IT support, parking, fitness centers, daycare and lunch. Interestingly, academic research has found that eating lunch together enhances people's happiness, satisfaction, trust, community and belief that life is worthwhile. People also value art and beauty in their workplaces, according to research. Elements of nature in the space contribute to mental, physical and cognitive wellbeing. And space that allows everyone to bring their best, even if they have different abilities or preferences, are also critically important. Essentially, you want to create the conditions for people to have great experiences in the workplace, so they'll be happy, effective and motivated working both from home and working in the office. Be sure your hybrid work approaches create the conditions for positive experiences in the office. 6. Control Another way to fix hybrid work is to offer as much choice as possible within the requirements of jobs and responsibilities. Wellbeing is suffering today with record levels of depression, anxiety and mental health issues. But when hybrid work offers a greater sense of control, flexibility and the opportunity to manage boundaries, it can contribute to wellbeing. In particular, when people have flexibility in their schedules it can help them balance all the demands they face in work and life. Research by Atlassian has shown that giving people flexibility is linked with reduced burnout as well as greater innovation and connections with corporate culture. Be sure your hybrid work policies allow for appropriate choice, control and flexibility for people. Here to Stay Hybrid work is certainly here to stay, and there are plenty of good reasons that it will continue based on its benefits for individuals, teams and organizations. But it can be improved. Be intentional about building culture and ensuring consistency. Foster connections even when people work at a distance. Offer plenty of comforts and conveniences. And give people the appropriate control over their work. These factors can help ensure success and hybrid work that works.
CTV News
7 days ago
- Business
- CTV News
Rogers asks employees to work in the office full-time
Rogers is requiring its corporate employees to be in the office four days a week starting in October. Rogers Communications signage is pictured in Ottawa on Tuesday, July 12, 2022. THE CANADIAN PRESS/Sean Kilpatrick TORONTO — Rogers Communications Inc. is joining a growing list of companies asking its employees to return to the office. The telecom company says it will require its corporate employees to be in the office four days a week starting in October. It says in-office days will increase to five days a week in February. There will be no changes for front-line or production teams. Rogers spokesperson Zac Carreiro says the phased approach will give workers and their families time to adjust to the changes. The telecom company isn't alone in reining in hybrid work policies. TD Bank asked its employees earlier this week to be in the office four days a week starting in the fall. Other big banks, including RBC, Scotiabank and BMO have also mandated at least four days in office starting in September, while Canaccord Genuity is reportedly moving to five. The Canadian Press
Yahoo
7 days ago
- Business
- Yahoo
Rogers asks employees to work in the office full-time
TORONTO — Rogers Communications Inc. is joining a growing list of companies asking its employees to return to the office. The telecom company says it will require its corporate employees to be in the office four days a week starting in October. It says in-office days will increase to five days a week in February. There will be no changes for front-line or production teams. Rogers spokesperson Zac Carreiro says the phased approach will give workers and their families time to adjust to the changes. The telecom company isn't alone in reining in hybrid work policies. TD Bank asked its employees earlier this week to be in the office four days a week starting in the fall. Other big banks, including RBC, Scotiabank and BMO have also mandated at least four days in office starting in September, while Canaccord Genuity is reportedly moving to five. This report by The Canadian Press was first published July 25, 2025. Companies in this story: (TSX: RCI.B) The Canadian Press Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Daily Mail
7 days ago
- Business
- Daily Mail
TD Bank is the latest company to mandate in-office work
The pandemic-era WFH experiment is ending for TD Bank staff, with a strict return‑to‑office order rolling out this fall. All employees must work on‑site at least four days a week by early November, with executives leading the charge from October 6, according to an internal memo seen by Reuters. Melanie Burns, the bank's head of HR, told employees that working in person will boost collaboration and decision making. Burns also said coming into the office could improve individuals career prospects. TD Bank joins the likes of JPMorgan Chase and the Bank of Montreal in marshalling its staff back to the office. It emerged this week, for the first time since the pandemic, more than half of Fortune 100 firms now expect employees to show up five days a week. It is a decisive repositioning with only five percent of the same companies demanding a total return to the office just two years ago in 2023. Now 54 percent of companies that make up the Fortune 100 — the biggest companies in America — are fully in-office and 41 percent are flexible. Larger companies are leading the charge, with smaller operations still favoring flexible work, the latest data has revealed. Starbucks has been among the recent household names that have demanded its corporate workers return to its Seattle headquarters for at least four days a week. Google and Amazon have also pushed their employees to come back to in-person work, citing alleged productivity benefits. Other than the biggest companies in the country, most firms are actually maintaining their flexible working policies. Some 51 percent of employees with remote-capable jobs were working hybrid in 2025, down slightly from 52 percent in 2023, according to recent data from Gallup Poll. The story looks similar for those working completely remotely, with 28 percent working exclusively at home now compared to 29 percent in 2023. Experts argue that the biggest companies in America are pushing for workers to return to the office even if they lose talent because they can afford to do so. It comes as separate data from JLL revealed that Gen Z, who have been characterized by many as work shy, are actually the most eager to get back into the office . Those born between 1997 and 2012 attend the office 3.1 days a week, compared to older age groups who show up between 2.5 and 2.7 days a week, a survey from the company found. Many Gen Z employees have only known remote or hybrid work, having entered the workforce during or after the pandemic. Prominent voices such as JPMorgan Chase CEO Jamie Dimon have warned that homeworking is holding younger workers back . 'The young generation is being damaged by this,' he said in a leaked recording of a private meeting. 'They're being left behind socially, in sharing ideas, and meeting people.'
Daily Mail
7 days ago
- Business
- Daily Mail
Major bank is the latest company to mandate in-office work… as tide turns on WFH
The pandemic-era WFH experiment is ending for TD Bank staff, with a strict return‑to‑office order rolling out this fall. All employees must work on‑site at least four days a week by early November, with executives leading the charge from October 6, according to an internal memo seen by Reuters. Melanie Burns, the bank's head of HR, told employees that working in person will boost collaboration and decision making. Burns also said coming into the office could improve individuals career prospects. TD Bank joins the likes of JPMorgan Chase and the Bank of Montreal in marshalling its staff back to the office. It emerged this week, for the first time since the pandemic, more than half of Fortune 100 firms now expect employees to show up five days a week. It is a decisive repositioning with only five percent of the same companies demanding a total return to the office just two years ago in 2023. Now 54 percent of companies that make up the Fortune 100 — the biggest companies in America — are fully in-office and 41 percent are flexible. Larger companies are leading the charge, with smaller operations still favoring flexible work, the latest data has revealed. Starbucks has been among the recent household names that have demanded its corporate workers return to its Seattle headquarters for at least four days a week. Google and Amazon have also pushed their employees to come back to in-person work, citing alleged productivity benefits. Other than the biggest companies in the country, most firms are actually maintaining their flexible working policies. Some 51 percent of employees with remote-capable jobs were working hybrid in 2025, down slightly from 52 percent in 2023, according to recent data from Gallup Poll. The story looks similar for those working completely remotely, with 28 percent working exclusively at home now compared to 29 percent in 2023. Experts argue that the biggest companies in America are pushing for workers to return to the office even if they lose talent because they can afford to do so. It comes as separate data from JLL revealed that Gen Z, who have been characterized by many as work shy, are actually the most eager to get back into the office. Those born between 1997 and 2012 attend the office 3.1 days a week, compared to older age groups who show up between 2.5 and 2.7 days a week, a survey from the company found. Many Gen Z employees have only known remote or hybrid work, having entered the workforce during or after the pandemic. Prominent voices such as JPMorgan Chase CEO Jamie Dimon have warned that homeworking is holding younger workers back. 'The young generation is being damaged by this,' he said in a leaked recording of a private meeting. 'They're being left behind socially, in sharing ideas, and meeting people.'
