MWA - Merlin Wright Associates

In recent years, the resurgence of return-to-office (RTO) mandates by business leaders has been a significant trend. However, these policies have been met with considerable resistance, particularly from job candidates – who increasingly favour remote roles.

This shift is especially notable among senior attorneys we speak with, who are gravitating toward remote work opportunities. The disparity between employees’ preferences for hybrid or remote models, and leaders’ push for in-office work has become a recurring source of tension in the recruitment process. While many candidates view hybrid work as the new baseline, some leaders argue that such flexibility should have ended with the COVID-19 lockdowns.

Understanding the Disconnect

So, where does this mismatch originate? Research suggests that hybrid and remote working models enhance both employee happiness and productivity. A recent Harvard Business Review article delved into this issue, concluding that many business leaders misunderstand how employees form meaningful connections at work¹.

Studies consistently show that strong workplace relationships drive innovation, collaboration, and engagement². Leaders’ focus on bringing employees back to the office often stems from the belief that these relationships thrive in physical workplaces, facilitated by informal interactions like “water cooler moments.” While in-person work does encourage social connections, leaders may overlook the complex factors that contribute to employees feeling connected in their roles.

The Four Dimensions of Workplace Connection

When considering RTO policies, leaders should evaluate four key types of workplace connection:

Colleague Connection
Strong bonds with colleagues foster collaboration, support, and team cohesion. A return to the office can enhance these connections by creating more opportunities for face-to-face interaction and group problem-solving.

Leader Connection
Research shows that 70% of team performance variance can be attributed to leadership quality. Effective leaders provide communication, autonomy, and opportunities for growth. However, a rigid RTO mandate could erode leader connection if employees perceive their managers as out of touch or dismissive of their preferences.

Organisational Connection
Employees who align with their organisation’s values and find meaning in their work are more engaged and motivated. Forcing a return to the office might weaken this connection, as employees could feel alienated by policies that seem to prioritize attendance over performance.

Role Connection
Feeling absorbed in tasks, achieving a “flow state,” and having clear advancement opportunities are vital for role connection. Disrupting established remote or hybrid workflows can undermine these aspects, leaving employees frustrated and disengaged.

The Implications of Return-to-Office Mandates

While RTO policies may strengthen colleague connections, they risk negatively affecting other forms of connection. For example, leader connection might deteriorate as employees feel misunderstood by their supervisors. Similarly, organizational connection could falter if employees view the mandate as a sign that the company values control over performance. This, in turn, could diminish employees’ desire to contribute to the organization’s success.

Moreover, a significant danger of such policies is the perception that employees are being evaluated based on their physical presence rather than their actual output. This shift in focus can lead to disengagement, reduced morale, and ultimately, higher turnover.

Moving Forward

To successfully navigate the complexities of workplace connection, leaders must take a holistic approach. Rather than mandating a blanket return to the office, they should consider tailored strategies that respect employees’ preferences while fostering collaboration and innovation. By addressing the nuanced ways employees connect with their colleagues, leaders, roles, and organizations, companies can create environments where everyone thrives—whether in the office or remotely.

References:

1. https://hbr.org/2024/10/what-employers-get-wrong-about-how-people-connect-at-work
2. https://www.peoplemanagement.co.uk/article/1753536/good-working-relationships-lead-creativity