While remote or hybrid work is not a new concept, it became a major workplace and workforce phenomena with the pandemic. This was not a choice that organizations preferred but driven by a need to ensure the safety of their workforce and customers. Today the term remote, hybrid, and Return to Office have become emotionally charged terms and workplace issues.
For some in management, they argue that having workers present instead of remote is better for organizational culture. And then there are those that argue that organizational culture was never about a building. Some would argue that it is because of the real estate agreements and contracts that organizations are tied to.
While working remote and hybrid became a value add and positive for workers and a competitive advantage for organizations it eventually led to a more negative issue mainly by a growing management segment.
The research is mixed. Some have highlighted that remote workers are 72 minutes more productive, partly due to the lack of having to drive into work. Others say the research highlights that remote workers are less productive and some in management believe they are less productive and promotable.
There is a growing segment of the workforce preferring these types of setups. Some studies highlight anywhere from 56% to 93% prefer to have remote or hybrid work options. And 58% would take a pay cut to have a remote setup. Other options that are growing in preference is the 4 day workweek, with more countries and companies implementing them with positive results.
All of these options also allow for organizations to expand its staffing options, especially with an aging workforce and growing skill shortage. Other issues driving these changes is the growing sense of feeling overworked, stressed due to work overload, and workers looking for a healthier workplace environment driven by purpose and happiness instead of just pay. It turns out that when workers are happier, they are healthier, more engaged, less stressed, loyal, and productive. All things that can lead to organizational success.
So the real question to ask, to remote or to return to the office? Choose wisely, because it will make the difference between maintaining a competitive advantage or not.
ABOUT THE AUTHOR
Edwin Mourin᷁o – Ruiz, Ph.D.
Dr. Edwin Mouriño is an Air Force veteran, author, Human Capital, and DEI practitioner and speaker. As a human capital practitioner, Dr. Mouriño’s focus has been on helping leaders and organizations help themselves. He is an experienced professional with many years of leading and/or supporting key elements of organizational change projects. Dr. Mouriño is an Air Force veteran who began his career in Diversity Equity and Inclusion (DEI) as a graduate of the DOD-Defense Equal Opportunity & Management Institute (DEOMI) and has also been a speaker.
He brings broad industry experience that includes Fortune 100 companies. He is the founder and president of Human Intelligent (HI) Workplace, an organization focused on helping leaders help themselves through leadership, team development, and executive coaching. He has been and continues to serve as a college professor. He is also a Senior Fellow with the Conference Board on the DEI and Leadership Steering Committees.
He has extensive experience and thought leadership on Human Capital issues and supported organizational change efforts through Leadership Development, DEI, Executive Coaching, Team Development, Executive Retreats, Personality Assessments, and Organizational Change. He has spoken at numerous professional venues and written numerous articles on human capital trends impacting organizations, specifically addressing DE, and is the author and co-editor of several books.
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