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The push to bring employees back to the office is intensifying, as major corporations scale back on the remote work arrangements that became standard during the Covid-19 pandemic, but HBR research has provided more support for working from home.
Companies such as Amazon, Google, and JPMorgan Chase have led the charge, with some mandating employees return to the office full-time. Proponents argue that in-person collaboration fosters creativity and strengthens workplace bonds, but employees and research are increasingly challenging such assumptions.
Former Starbucks CEO Howard Schultz claimed that in-person work was essential for “the kind of thinking, daring collaboration, and courageous conversations” that virtual platforms like Teams could not replicate.
Similar sentiments have underpinned the return-to-office (RTO) mandates at other firms, citing studies in communication and social psychology suggesting that remote interactions lack the depth of face-to-face engagement.
Employees see it differently, however, with many arguing that remote working has proven effective, supprted by studies showing that productivity often remains unchanged or even improves when working from home. Workers report feeling happier and less likely to leave jobs when offered flexible arrangements such as hybrid working.
Study on remote work
A recent study by the Harvard Business Review sheds light on a growing divide. Contrary to the belief that remote work weakens relationships, researchers found that virtual interactions could actually strengthen workplace bonds.
Employees who caught glimpses of colleagues’ non-work lives during video calls - such as a child interrupting a meeting or personal items in the background - were more likely to view coworkers as authentic, trustworthy, and relatable, helping to foster both professional collaboration and personal connection.
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The research suggests two ways in which leaders can utilise the relational aspect of remote working by role modelling ways that show (rather than just tell) non-work related information. Unblurring your background for example, to show employees hat doing so is not only accepted but encouraged.
And create spaces for your employees to share non-work related details with each other. It might mean carving out some time during team meetings to introduce team members to each other in a different way.
It also suggests that reasons for a return to office should be based on the tasks that need to be done in office, and cannot be done remotely.
Pressure to go back to office
Yet, the corporate push for RTO persists. Supporters argue that physical proximity enables the informal brainstorming and impromptu exchanges that virtual platforms cannot replicate. Opponents say that forcing employees into the office can alienate workers, especially when tasks are easily accomplished from home. Employees have voiced frustration about lengthy commutes, work-life balance disruptions, and a perceived lack of trust from management driving these mandates.
The debate highlights a broader challenge for leaders: crafting RTO policies that balance operational needs with employee satisfaction. Pragmatists suggest focusing office returns on tasks that genuinely benefit from in-person collaboration while allowing flexibility for roles better suited to remote or hybrid arrangements.
Employers are also encouraged to recognize the value of remote work in helping improve work-life balance, reducing stress and according to other studies, improving profitability.
As the tug-of-war between employers and employees continues, one thing is clear: blanket RTO policies are going to meet resistance and may even lead to reputational damage. Companies that embrace hybrid working, coupled with strategic in-person interactions, are likely to find themselves ahead in both productivity and employee retention.
The argument is creating a pivotal moment in work culture, as firms weigh the benefits of workplace flexibility against the perceived advantages of traditional office setups. Ultimately, the debate underscores the need for leaders to think hard about the reason for in-office work. Strategic, intentional hybrid working could provide the balance companies and employees need to thrive in a post-pandemic world.
