Over the past three years, the debate about returning to in-person work has had more ups and downs than a roller coaster. It is therefore not surprising that many workers feel confused and stressed. We've seen it all: from a viral video of a CEO accusing employees of secretly working for multiple companies while away from offices and connected remotely, to workers responding by going on strike when attendance diktats are imposed.
The rise of hybrid working
On the other side of the fence, we've seen how leaders have adapted to hybrid working. A McKinsey report shows that in the US 90% of organizations that participated in the survey have adopted this method. Owl Labs, for example, has switched to a truly hybrid model. Attendance at its location outside of Boston varies from 25% to 50% during the week, then empties almost completely on Monday and especially on Fridays. The CEO Frank Weishaupt is a firm believer in the hybrid model: “When I think about all the time I have spent in my life commuting (time I could have dedicated to my family, my health and the company) the hybrid model is precious.”
He's not the only one to think so. A Gallup report tells us that:
- Six in ten employees who work exclusively remotely are “extremely likely to change companies” if remote working flexibility is not offered.
- Three in ten hybrid employees are “extremely likely to change companies” if remote working flexibility is not offered.
Remote work, benefits and challenges
Remote work has brought undoubted advantages, especially for working parents who have more flexibility and autonomy to manage childcare. However, there are also disadvantages. A survey by Bright Horizons revealed that 33% of working parents find working from home alienating, and 41%: go days without going out when working from home.
Of course, not all that glitters is gold. The lack of physical separation between home and work can lead to work overload and difficulty "switching off" at the end of the working day. The lines between work time and personal time can become blurred, leading to stress and burnout in the long term.
What should the offices of the future look like?
Now that hybrid models are supported by more and more research and meta-analyses, there is discussion about what offices should be like and how to attract people to live them well in their allotted part of the time.
Taking the researchers' recommendations, NBBJ architects proposed the concept of “40% offices.” The name refers to the approximate average amount of time people should work together in person, and the architects based their design recommendations on flexible spaces.
Aside from the shape of the offices, however, only time will tell how the world of work will evolve. One thing is certain, however: it will never be the same again.
