Ann M. Harten, CHRO / VP of Global Human Resources, Haworth
Ann M. Harten, CHRO / VP of Global Human Resources, Haworth
Ann M. Harten is the Chief Human Resources Officer and Vice President of Global Human Resources at Haworth, where she oversees all human resources initiatives, leveraging her extensive experience in both public and private sectors. Through this article, Ann M. Harten shares her insights on the post-pandemic transition back to the office, highlighting three key reasons employees are opting to return: combating burnout and enhancing well-being, fostering collaboration and innovation and enjoying the perks of the workspace. She emphasizes the importance of listening to employee feedback and creating a flexible, supportive environment that balances the benefits of both remote and in-person work.
The post-pandemic transition back to the office hasn’t been easy. Much of the workforce remains resistant to the idea, with 51 percent of companies facing such resistance. But more employees are ready to return. Here are three reasons remote workers are opting to come back to the office.
1. Combating Burnout and Enhancing Well-being
Remote work, despite its perks, has led to widespread burnout. A staggering 69 percent of workers reported experiencing at least occasional burnout over the past 24 months. Zoom fatigue from a day of video conferences is real. Back-to-back virtual meetings create a high cognitive load and intense concentration, causing exhaustion.
When we’re in person, we provide and receive energy from each other. Companies are made and succeed because teams of people unite to solve problems and exchange energy. When we are remote in an online environment, we experience one-way energy ‘give’, receiving very little in return. In addition, due to the location of cameras, it’s nearly impossible to make simultaneous eye contact.
“The landscape of work is evolving, spotlighting the importance of physical presence for enhanced collaboration, innovation and engagement, while balancing the benefits of remote work”
The nature of remote work often eliminates the natural breaks one would have in a physical office setting, like casual conversations with colleagues or short walks to grab a coffee. Instead, employees move from one video call to the next with little respite, exacerbating burnout. This constant drain leads many to seek a structured office environment, where they can have clearer boundaries between work and personal time and more opportunities for social interaction and informal breaks.
Six months ago, we had a great candidate for a role that needed to be onsite, and the person opted to take a lower-paying job because they were able to be fully remote. Recently, that person reconnected with us saying, “This remote thing really isn’t working for me. I’d really love to be reconsidered for the onsite position.”
2. Fostering Collaboration and Innovation
One contributing factor to the importance of in-person collaboration is the impact of elapsed time. When the pandemic first imposed virtual work, we were interacting with people with whom we were already familiar. In other words, prior to the pandemic we were working largely in-person and had social capital to ‘spend’ in the first 6-12 months of pandemic-influenced virtual work. As virtual work continues and new employees join our companies, we are working in a growing social capital deficit. This is likely straining the ability to collaborate (contributing to the energy drain described above).
Research highlights that 79 percent of workers in collaborative organizations feel better prepared to adapt to emerging business challenges, four times more than those in less collaborative environments. Moreover, 55 percent of employees in collaborative organizations report increased revenue over the past three years, nearly double that of less collaborative counterparts.
3. The perks of the workspace
When people come back into the office, the quality of the space matters – workers need options. Our research shows significant floor plan shifts since the pandemic, with a 36 percent increase in unassigned seating. That has resulted in a nine percent drop in individual space. There’s also been a four percent uptick in group space and a five percent rise in restorative space, where we eat our meals.
Workspaces and culture need to encourage collaboration. When we come together, we solve problems together. Collaborative organizations have higher revenue growth than non-collaborative organizations. Collaboration is key to culture, and culture is created by people who are working together. Why does culture matter? Because it drives worker engagement, which gives the extra energy that pushes companies forward. You need physical presence to build your core culture. Without physical presence, it’s difficult to create a culture that begets a highly engaged organization.
In addition, in person, you see things you can’t possibly see when joining a meeting virtually. This happened to me the other day – I joined a virtual meeting and realized it was with a group in a conference room nearby. I dropped the call and went into that room, and they were discussing something that was physically on the table. By seeing it, I was struck by an idea and able to lean into that conversation with a new angle. As a result, our conversation took a different direction with an amazing outcome.
It’s Crucial to Listen to Employees
The landscape of work is evolving, spotlighting the importance of physical presence for enhanced collaboration, innovation and engagement. While remote work will continue to play a role, the benefits of in-person interaction are increasingly clear. Organizations need to create environments that offer flexibility and cater to the well-being of employees, encouraging a return to the office without compromising the advantages of remote work.
As businesses navigate this transition, it’s crucial to listen to employee feedback, honoring their insights while guiding them to your goals. By addressing the causes of burnout, enhancing collaborative opportunities and fostering a supportive company culture, organizations can create a balanced approach, meeting the needs of both the company and its workforce.
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