The City of London is bustling once again – commuter trains are full, the lunchtime rush is mayhem, and the only significant holdover from the pandemic is the shift of after-work pub drinks from Friday to Thursday.
It’s no wonder given that nine in ten British workers have been called back to the office [1]. To the joy of some and much to the chagrin of others, the days of working from home appear to be numbered.
But what’s driving this push from senior leaders to return to the office? And how much of this is taking into consideration what their employees want? In reality, there are many factors driving the Great Return to the Office.
On the one hand, there are financial obligations to consider. During the pandemic office occupancy fell off a cliff and despite the steady pick-up since 2021, Mondays and Fridays have stubbornly remained a non-office day [2]. Corporates stuck with expensive long term leasing contracts will naturally seek to justify the cost.
On the other hand, there are legitimate arguments to be made about improved collaboration, company culture and morale. Studies have shown that hybrid working can enhance focus and performance, while also helping employees achieve a better work-life balance [3].
However, concerns remain about what is being lost in the process – the spontaneous idea-sharing, mentorship and creative opportunities that flourish in face-to-face environments. This was in fact the justification behind Boots’ controversial decision in September 2024 to mandate a five-day an in-office policy. Boots CEO Seb James argued that the office was a “much more fun and inspiring place” and “better for our unique Boots culture”. But one has to wonder what the actual impact has been. Has the workplace become “more fun” and “better” for Boots?
Regardless of the motivation, I would advise business leaders to survey employee needs and make decisions accordingly. From what I can tell, these decisions are often not data driven. Quite the opposite, return to office mandates appear to be unilateral decisions taken by C-suite members without consulting their staff. This top-down approach raises concerns about the level of trust within an organisation’s culture and can be seen in the language used to justify the return to the office.
If you look at the statistics, one thing is clear; happy employees are productive employees. A study conducted Oxford Economics found that workers are 13% more productive when happy [4]. Yet when office only mandates are imposed, it can signal a lack of synchronicity in organisational culture and a disconnect between leaders and staff. The world changed during the pandemic and imposing a return to office does not necessarily recognise how employees adapted to different ways of working.
No matter how you feel about it, one thing is for certain: the return to office is in full swing. Large corporates such as Amazon have issued statements requiring all staff to be in the office five days a week, while Asda has mandated over 5,000 corporate staff to work in the office at least three days a week.
Despite gathering momentum, the success of new policies will come down to how they are implemented. The pandemic rebalanced the scales and gave ordinary workers much more bargaining power in negotiating the terms of their employment. People are used to the luxury of choice and there is varied appetite to return to the old way of doing things. Removing that choice without clear reasoning, in favour of a rigid, one-size-fits-all approaches will lead to resentment, lower morale and ultimately harm retention.
By prioritising organisational culture and people, businesses can ensure that a transition back to the office is at the very least understood. This begins with effective listening and communication. Actively engaging employees in the decision-making process ensures their concerns and preferences are acknowledged.
Clearly articulating the company-wide benefits of in-office work rather than enforcing in-office attendance will shift the focus from individual interests to collective benefit. Even if it is a financial decision, employees deserve to know and will feel included in the process. Working cultures have changed, and acknowledging this evolution is key to making considered choices that balance employee needs with organisational strategy.
Ultimately, the debate is not about where people work, but how they work best. Step away from rigid mandates and opt for employee consultation and recognition. By listening to the needs of employees– the engine of the business – leaders will retain top talent, create a happier workforce who are empowered to decide where they work best.
Nairy McMahon
[1] https://news.virginmediao2.co.uk/virgin-media-o2-business-annual-movers-index-reveals-brits-on-a-mission-to-save-the-high-street-following-footfall-decline-last-year/
[2] https://www.costar.com/article/613186633/uk-average-office-occupancy-hits-highest-level-since-lockdown-started
[3] https://www.ox.ac.uk/news/2019-10-24-happy-workers-are-13-more-productive
[4] https://www.ox.ac.uk/news/2019-10-24-happy-workers-are-13-more-productive
Feature Image by Engin Akyurt from Pixabay
