It is clear that there is growing tension between employees’ preference for remote working and an organisations’ appetite for building a high performance culture.
There’s no doubt that during and post-Pandemic, it became a necessity for organisations to provide much greater flexibility for their employees, particularly with the introduction of remote-working. But if this flexibility leads to higher levels of engagement, motivation and productivity, why does this tension exist and why has there been an apparent U-turn for many leaders?
This blog seeks to explore the reasoning behind bringing employees back into the office and how leaders can strike a balance in the seemingly struggling economic environment.
Shifting From Entitlement to High Performance in a Struggling Environment
In today’s difficult economic environment, CEOs are under serious pressure (often from their board) to deliver results through streamlined operations, cost cutting and a greater emphasis on profitability. Coupled with inflation and tighter margins, the focus has shifted from employee preferences to delivering maximum performance and revenue.
Leaders are beginning to realise that whilst the introduction of remote / flexible working was once a necessary adaptation, it may now be hindering collaboration and overall performance. Therefore, companies who are striving to remain competitive and grow, are questioning remote working, as it is typically more difficult to drive elements of culture like accountability, team collaboration and quick decision making – all of which are crucial to a high performing organisation.
This shift is seemingly not simply about forcing people back to the office; it’s about building a high performance culture and setting clear expectations that ensure every individual contributes to the company’s success, regardless of personal preferences.
Amazon’s Perspective on the case for returning to the office
This is the case for some of the world’s leading organisations, which have been prevalent in the news over the last year, including the likes of: Apple, BlackRock, JPMorgan, Citigroup and Amazon. Perhaps most notably, Amazon’s CEO Andy Jassy published an open message to all Amazon employees last month, focussed on strengthening their culture and teams. In a direct and candid communication, Andy highlights the importance of culture when he says ‘Our culture is unique, and has been one of the most critical parts of our success in our first 29 years’ but emphasises that ‘keeping your culture strong is not a birthright. You have to work at it all the time.’.
It is clear that to Andy, the S-Team and the whole of Amazon, culture is a key driver of success, and felt that hybrid working over the last 15 months has only strengthened Amazon’s belief that employees are most effective when they are physically together and are better positioned to ‘invent, collaborate, and be connected to each other to deliver the absolute best for customers and the business’.
This belief ultimately lead to the announcement that all employees would be returning to the office 5-days a week from January 2025.
Building a high performance culture: The Core of In-Office Success
As with the case put forward by Andy Jassy, the push for in-office working isn’t merely about physical presence out of pettiness – it’s about reinforcing and building a high-performance culture, that can only truly be developed in face-to-face environments. Being in the office together allows for spontaneous conversation, questioning and discussion, which are all essential ingredients to quick decision making, problem-solving and innovation.
Furthermore, culture in general is harder to build and maintain when everyone is working remotely; core values and behaviours are best absorbed by seeing them modelled in person and by working closely, allowing employees to learn from each other, develop a shared purpose and understanding of expectations.
Striking a Balance: The Reality of New Work
Whilst the drive for in-office working has gained momentum this year, leaders also appreciate the importance of maintaining some level of flexibility, so that employees remain engaged and motivated. It is highly unlikely that remote work will disappear entirely; instead, many companies are adopting a blend of hybrid working… The key is to strike the right balance, by offering employees flexibility when needed, but also ensuring they are present in the office to foster collaboration, build relationships, and align with company culture.
The future of work will likely involve a careful balancing act, where the office is once again the central hub and norm, but is complemented by the flexibility when appropriate. In any case, it is clear that the priority is shifting from employees’ preferences and demands (which it has been since COVID) to the needs of the organisation more generally which involves building a high performance culture.
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