The Crisis of Silence in the Return to Office

Why ignoring employees' return-to-office feedback could cost dearly.

Reviewed by Margaret Foley

Key points

• Almost half of employees might quit if denied flexibility, signaling urgent RTO action for leaders.
• 81 percent of employees report a disconnect with leadership on flexible work, a risk for large organizations.
• Biased thinking hinders leaders from offering RTO incentives, worsening employee dissatisfaction.
• RTO strategies need employee surveys and tailored incentives to bridge the leadership-workforce gap.

In the corporate jungle, a crisis of silence brews. It's not about profit margins or market shares, but something more critical—the tug-of-war between CEOs and their employees over the return to the office (RTO). The core question echoes in empty corridors: Are leaders truly tuning into their employees' voices?

The Silent Voices in the Office Landscape

Recent surveys paint a startling picture. A recent study by Eagle Hill Consulting found that a mere 31 percent of employees felt their preferences for remote and hybrid work were sought by their organizations. This lack of dialogue is more than just a missed opportunity for employee engagement—it's a potential ticking time bomb for staff retention.

Almost half of the workforce (47 percent) admitted they would consider leaving if their need for flexible work arrangements wasn't met. That’s an alarming increase from 43 percent just six months earlier, and it's surprising given the deteriorating economic situation. Those results aligned with another timely survey from Monster, which found that 41 percent of respondents said they’d quit if forced to go to the office full-time. That might not bode well for Boeing or the state government of Nevada, which has recently demanded a full-time return to office.

In turn, CBRE finds an even more dramatic result in its recent report. A shocking 81 percent of respondents to their survey say leadership expectations and employee behavior on flexible work are out of sync. The vast majority of the organizations where the leadership expectations and employee behavior are aligned—89 percent—are smaller organizations with less than 6 million sq. ft. of office space, meaning that the largest organizations have the most disconnect.

Insights From Human Resources

NORC at the University of Chicago brings more insights. According to their surveys, less than half of employees are happy or comfortable with the idea of returning to their usual workplaces. HR representatives are sounding the alarm—retaining staff who resist returning to the office is becoming a significant, and in some cases, a major problem.

So, what's the solution? The NORC surveys offer some answers. Employees aren't shy about their desires. Additional pay for in-office work is a top motivator, but it doesn't stop there. Perks like food, amenities, commuter benefits, and increased interaction with company leadership also rank high. Hybrid workers echo similar sentiments.

For many, the reluctance to return to the office stems from the loss of flexibility and the work-life balance they've come to cherish while working remotely. The ease and productivity of working from home are undeniable factors, as are the time and cost associated with commuting.

Despite these clear indicators, few employers have stepped up with incentives. While some private sector companies are experimenting with enticements like social events, in-office social spaces, and free snacks, these efforts are not widespread. Government and nonprofit sectors lag, often not offering any new policies or incentives.

Next Action Steps for Leaders in Addressing Return-to-Office Challenges

For leaders facing challenges with RTO policies and employee engagement, the following action steps are crucial for moving forward:

• Conduct Comprehensive Employee Surveys: Immediately initiate a company-wide survey to gather data on employee preferences regarding RTO, remote work, and hybrid models. Ensure anonymity to encourage honest feedback.
• Analyze Survey Results Thoroughly: Once the survey data is collected, analyze it to understand the key concerns and preferences of your employees. Look for patterns and common themes that indicate what your workforce values most.
• Hold Focus Group Discussions: Organize focus group discussions with representatives from different departments and levels within the company. These discussions can provide deeper insights into the survey data and reveal nuanced perspectives.
• Engage in Leadership Workshops: Arrange workshops for the company's leadership, focusing on the importance of employee feedback in decision-making. These workshops should also cover strategies for effective communication and change management.
• Develop a Flexible Work Model: Based on the insights gained, develop a flexible work model that aligns with employee preferences.
• Introduce Appropriate Incentives: Implement incentives that address the concerns and preferences highlighted by employees. These could range from financial benefits (like transport allowances or bonuses) to nonfinancial perks (such as flexible hours, wellness programs, or enhanced childcare support).
• Communicate Changes Effectively: Clearly and transparently communicate the changes to the entire company. Ensure that employees understand the new policies and the rationale behind them. Open channels for feedback and questions.
• Monitor and Adapt: After implementing the new policies, continuously monitor their impact. Be prepared to make adjustments based on further feedback and changing circumstances.
• Foster an Inclusive Culture: Work toward creating a culture that values and respects diverse work preferences and styles. Encourage an environment where feedback is not just solicited but also acted upon.
• Measure Impact and Share Successes: Regularly measure the impact of these changes on employee satisfaction, productivity, and retention. Share these successes with the team to reinforce the positive aspects of the new work model.

By following these steps, leaders can create a more engaged, satisfied, and productive workforce, aligning their RTO strategies with the evolving needs and preferences of their employees.

The Bottom Line: Listening Is Key

The message is clear: Employees want their voices heard. They're not just looking for perks; they're seeking a genuine understanding of their needs and preferences. CEOs and business leaders must start by engaging in meaningful dialogues with their staff. It's not just about offering incentives; it's about creating an environment where employees feel valued and heard.

The future of work isn't just about where we work; it's about how we work together. Understanding and addressing employees' concerns and preferences can lead to a more engaged, satisfied, and productive workforce. It's time to start listening. The success of our businesses depends on it.

A version of this post also appears on disasteravoidanceexperts.com.