Examining The Rift Between Employers And Employees

The role of physical presence, hybrid work, and employee-centric workplace design

As we continue to discuss the great return to office (RTO), one fundamental question looms large: just how crucial is a physical presence in the office? The answer varies depending on who you ask.

Diving into the debate, Unispace recently conducted an extensive study called Returning for Good, engaging with more than 16,000 employees and employers across 17 markets worldwide. The study explored how and where we perform our best work. The results exposed a staggering disparity between employers and employees regarding their perceptions of the value and effectiveness of traditional offices. The findings suggest that many employers have failed to consider what employees need to work productively, collaboratively and with purpose when implementing RTO mandates—a critical oversight that will undoubtedly impact their employees’ willingness to enthusiastically embrace a forced return to the office.
 

As remote work remains pervasive in how we do business and employee expectations evolve, HR departments should play an integral role in creating a physical environment that caters to the needs of their people, ensuring their satisfaction and retention, and reflects the culture of their organization.  

Be Here Now: Driving Home the Importance of Physical Presence in the Office

Now three years removed from the pandemic, employees are less reluctant to return to the office than in past years. According to our survey, while 64% of employees reported being reluctant to come back into the office in 2021, in 2023, that number dropped to 51%. As they make their way back, workers are reverting to familiar habits, seeking solace in personal workstations while also craving collaborative areas. Currently, hot-desking dominates the landscape, serving as the primary setup for just under half (48%) of workers. Interestingly, many employees express that having an assigned desk would entice them to frequent the workplace more often.

A vital factor in this successful transition is the adoption of hybrid work schedules. Our data unveil a noteworthy trend: over half of global office workers (50%) now spend four or more days per week in the office, with an average of 3.5 days on-site, while a striking 68% of global employees anticipate this inevitability in the next two years.

At the same time, the majority of employers worldwide acknowledge the crucial role of an in-office presence for employees' career advancement, with 88% stating that remote workers choosing to opt out of office life will face limitations in terms of promotions, salary raises, and bonuses, yet only 67% of employees believe this to be true. Employer expectations surrounding hybrid schedules differ significantly, with 87% of surveyed employers anticipating their organization will be working in the office at least four days a week again and more than half (53%) of them expect to reach this milestone by 2025.

These findings strongly reinforce the importance of two-way communication between employers and their employees. The significance of the physical workplace in driving business performance will continue to be questioned. A good employer knows what their people want and tries hard to reflect that in the physical work environment. They know too that to attract, develop and retain a diverse and engaged workforce, flexibility and choice are key. If business leaders persist in neglecting the evolving needs of their current workforce, as well as their future candidate pool, and fail to adjust the workplace accordingly, they may encounter significant retention, engagement, productivity and cultural challenges in the long run.

Speaking Up: Physical Spaces Find a Voice for Virtual Drop-Off

Digital collaboration, while popular and convenient, may not always be the most effective work dynamic. The survey revealed that 73% of global employers have noticed a decrease in virtual meeting engagement when compared to in-person meetings. This observation suggests that virtual meetings may hinder active participation and the ability to make one’s voice heard, potentially impacting an individual’s visibility and influence within the organization. This is more pronounced when considering inclusivity and the differing needs of colleagues who are neurodiverse.

Virtual onboarding has also proven to be problematic for new hires, highlighting the limitations of online interactions. The survey found that 18% of respondents who started at their company in the last two years struggled to demonstrate their online presence or prove productivity. Additionally, new hires reported major hurdles in interpreting body language (17%) and establishing meaningful connections with their team (17%) during the onboarding experiences, which shed light on the difficulties faced by new employees when building rapport and integrating effectively into the organization.

Carrot and Stick: Making Mandates More Palatable for Employees

While employees are returning to the office, it’s not always by choice. The study reports that 75% of global employees’ physical presence in the office was mandated by their employers.

Interestingly, a significant number of companies that enforced an RTO policy experienced unexpectedly high turnover rates, with 42% of them reporting such outcomes. Additionally, 29% of these employers globally encountered difficulties in recruiting new talent due to their stringent policies. Adopting a hybrid work schedule, allowing flexibility with the number of hours employees must be in on mandated in-office days, or changing the expected number of days employees work together could serve as a potential solution to tackle the challenges of talent retention and recruitment. Additionally, this reinforces that employers need to be mindful of the type of office that employees are returning to, and should ensure it provides employees with the spaces, tools and experiences they need to do their jobs effectively and productively.

The survey results also strongly support the idea of testing a four-day workweek. An overwhelming majority of employees (88%) expressed interest in participating in a trial period of a four-day workweek, recognizing its potential benefits. In addition, almost half of the respondents (46%) indicated that if given the option, they would prefer to work in the office every day. By considering these preferences, companies can make informed decisions that benefit both employees and the organization as a whole.

Clashing Perspectives: Office Efficiency, Employee Desires, and Workspace Perks

Employers and employees hold contrasting opinions regarding the effectiveness of the current office environment, underscoring the importance of an employee-led workplace design strategy. Employers need to prioritize capturing input from employees on what is working well in the current space and what is diminishing their ability to do their job effectively and efficiently. From the global employer’s perspective, a significant majority (83%) believe their offices are well-equipped for productivity. However, a substantial portion of global employees (58%) grapple with challenges such as interruptions and an excessive number of meetings that impede their ability to fulfill their core responsibilities.  

To bridge the gap, it is essential for companies to recognize the value that office amenities hold for employees. According to our survey, an office within 5-10 minutes of their home (83%), free lunch options (83%) and flexible start times (81%) would make employees across the globe happier to spend more time in the office in importance. Additionally, among global employees who currently hot desk, 83% said dedicated workspaces would add value to their in-office experience. In a nutshell: the Unispace survey emphasizes that employees not only seek a workplace that fosters productivity but also cultivates connection and a sense of community.

Employers must acknowledge the evolving needs and expectations of their workforce. By understanding the desires and requirements of employees and crafting purposeful workplaces that cater to these aspirations, organizations can nurture a more effective workforce, strengthen their brand and culture, and ensure ongoing success within a constantly evolving work landscape.

Author Bio

Nicola Harris is Global Chief People & Culture Officer at Unispace.