The landscape of hybrid working has evolved significantly over the past few years. What once began as a necessary adaptation has now become a point of contention between employers and employees.
Employer Perspective: A Shift Towards Office Presence
From the employer’s standpoint, there’s been a noticeable push for more in-office days, moving from two days a week to three or even four. The key drivers? Rebuilding a strong company culture, enhancing face-to-face collaboration, and fostering creativity—elements that were once naturally embedded in the workplace pre-2020. There’s also a perception—though not universally accepted—that in-office presence leads to higher productivity.
Employee Perspective: The Value of Flexibility
On the flip side, employees have experienced firsthand the benefits of flexible working: reduced commuting, better work-life balance, and proof that productivity isn’t tied to a desk. As the market shifts from a candidate-driven environment to a client-driven one due to recent redundancies, there’s a delicate balance to strike between employer demands and employee expectations. Unfortunately though with the rise in redundancies in 2024 and beyond, employers are in a stronger position to encourage more time in the office when negotiating employment contracts.
Recruiter’s Insight: The Head-Hunting Challenge
A unique aspect that often goes unnoticed is the recruiter’s perspective. It’s been reported that it’s easier to approach and engage talent working remotely or with fewer in-office days because they often lack a deeper emotional connection to their current company. This “transactional” engagement opens new doors for recruiters. Candidates working mostly remotely don’t tend to have the same bond or sense of belonging they might have developed pre-2020 when they were in the office full-time. This lack of emotional connection makes them more open to new approaches.
What’s crucial for employers to understand is that without fostering those workplace bonds – those “working friendships” that make a team feel like a family in a corporate sense – they risk higher churn. Employees, facing rising living costs and seeking better compensation, may find it easier to switch jobs if they aren’t emotionally connected to their current company.
Conclusion: Embracing Change with a Balanced Approach
As we move forward, it’s crucial for businesses to find a middle ground that honors both perspectives. The future of work will likely be a blend, and understanding these dynamics is key to navigating the ongoing hybrid work evolution.
Finding new ways of building and developing deeper connections with their employees should be at the top of every employers list. Especially if they wish to manage employee churn over the coming years.
