Is Gladwell Wrong About The Future Of Work?

Lessons to learn from Apple workers’ petition against return-to-office

 

Recently, best-selling author Malcolm Gladwell issued a scathing critique of remote work, telling those who work from home that “it is not in your best interest.” The author, whose books have been practically required reading for business leaders and entrepreneurs, was immediately rebuked on social media for his harsh criticism. Many even argued Gladwell was being hypocritical, having spent nearly all of his quite successful career working remotely. If he can be productive remotely, why can’t they? 
 
While Gladwell is right to be concerned about remote workers needing to feel a sense of belonging within the organization—and organizations absolutely should address this—his critique seems out of touch with the experience and expectations of today’s modern workforce. In short: Remote workers are doing just fine and forcing them back to the office is a talent disaster in the making.
 

 
As other big tech firms like Facebook, Twitter, Google and more—that largely compete for the same pool of talent as Apple—have implemented permanent flexible work policies, Apple’s return-to-office demand is extremely risky. Last year, 41% of employees said the flexibility to work from home was a reason to change jobs, and 64% of workers say they’re more likely to seek a new job if forced to return to the office full-time. Can Apple afford to lose that many employees? 
 
Furthermore, contrary to Gladwell’s assessment, flexible work arrangements do not mean “sitting in your pajamas in your bedroom,” but rather giving employees the option to come into the office or work elsewhere on their own terms. For some, that may mean working from home during school holidays so they can be with their children, or from their parents’ house for two weeks to help out with a project or provide essential care. For others, it might mean extending their upcoming holiday trips home, or taking an extended “workcation” where they can remain emerged in a culture or environment longer—a valuable experience for both personal and professional growth—while also being productive and contributing to the organization. Still, others might just need an occasional change of scenery to gain a fresh perspective.

Certainly, the office will continue to be valuable in a post-pandemic workplace—some people need that separate space or the energy that comes from being among colleagues—but employees don't want a one-size-fits-all mandate. In fact, 94% of employees say they should be able to work from anywhere as long as they get their work done, while 78% believe teams in the future will be agile and it won't matter if everyone is in the same location. Employees want flexibility, meaning they may want to be together in an office, just on their own timelines and terms. 
 
Not to mention, forcing employees back to the office will have a negative impact on Diversity, Equity and Inclusion (DEI) efforts that had been improving with the shift to remote work. Topia’s recent Adapt survey found that 43% of HR leaders have been able to hire a more diverse group of employees since embracing remote work. As the Apple employees’ petition points out, some individuals have disabilities, caretaking obligations and health, safety and environmental concerns that make it impossible for them to be in the office five days a week. Even a hybrid schedule that’s set by their employer requiring specific in-office days isn’t “flexible,” but is rather what I call “forced flexibility.” With truly flexible work, individuals have the freedom to fit work around their life rather than the other way around. By stripping employees of this autonomy, companies risk losing out on a more diverse talent pool. 
 
Finally, Gladwell’s frustration with the inability of “leadership to explain this effectively to their employees,” also seems a bit out of touch with modern management. This top-down approach to enforcing policy from the perspective that leadership knows best disregards employees’ needs, is antiquated and demonstrates a lack of trust in them. The reality is, happy employees are much more productive, and allowing them to work remotely, away from the distractions of the office, can help them to get more work done. Trusting employees to balance their life and work is a win-win for employees AND the company. 
 
Regardless of what leaders want, modern employees demand control over when and where they work, and they’re not afraid to go elsewhere to get it. In fact, 96% say that flexibility in work arrangements is a top priority when seeking a new job. Therefore, employers must embrace flexibility in order to attract and retain top talent and remain competitive today and in the future. Certainly, this flexibility can introduce added complexity for companies in areas like employment law, payroll, tax and immigration, which is a valid concern. That’s why it’s more important than ever for HR leaders to implement the proper technology to effectively manage remote work, so they can give employees the flexibility they want while also safeguarding the company’s interests.   

Chantel Rowe is the VP of Product Management at Topia. Chantel’s career has always found itself at the intersection of Global Talent Mobility and technology. She firstly spent 8 years at EY specializing and qualifying in US, UK, French and International taxation of globally mobile employees and managing key customer accounts on a global basis. Wanting to experience challenges from another perspective, she managed EMEA Mobility, Tax and Payroll for Société Générale, and eventually became a customer of Topia herself! Seeing the opportunity to be part of transforming the world of global work through technology, she joined the Topia family in 2015 – firstly building our amazing solutions consulting team of industry experts, and then transitioning to lead our Product organization and bring her years of mobility expertise to designing, building and delivering our technology solutions. Connect Chantel Rowe