We asked a panel of experts whether the work-from-home era is over
Recently, Amazon made headlines after ramping up efforts to enforce its hybrid working policy, Zoom made similar headlines after ironically directing its workforce to return to the office.
We asked a panel of experts whether the work-from-home era is over. Here鈥檚 what they had to say鈥�
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Our Panel of Experts
- Jake Munday, CEO and Co-Founder at
- Finn Bartram, HR Expert at People Managing People
- Jeanette Wheeler, CHRO at MHR
- Zain Ali, Co-Founder and CEO of Centuro Global
- Jordan Lawson, Managing Director at The UK Careers Fair
- Rich Mehta, Founder at Rigorous Digital
- Aquayemi-Claude G. Akinsanya, Activist and Campaigner
- Caitlin Duffy, Director in the Gartner HR practice
- Jennifer Ritz, Senior Manager at Timly
- Samantha Lancashire, Productivity Coach
- Kate Kurdziej, Founder at Olivier Consultancy
- Linda Morey-Burrows, Founder and Principal Director, at MoreySmith
- Gosia Adamczyk, Director of HR at Verve Group
- Karine Laudort, Founder and Managing Director at Kay Flawless
- Molly Johnson-Jones, CEO and Co-Founder at Flexa
- Melissa Gauge, Founder at SpareMyTime
- Damian Hanson, Co-Founder & Director at CircleLoop
- Eva Vonk, CEO at TALES
- Ashley Rudd, Director at MODA PR
- Michael Kovacs, Founding Partner of Castleforge
- Ruben Vermaak, Global Director of People and Talent at Bynder
- Verity Batchelder, Co-Founder at Good Life Sorted
- Amit Raj, CEO and Founder at TheLinksGuy
- Kristen Tronsky, Chief People Officer at DoiT
- Kathleen Hartigan, VP at Clari
- Hanna Asmussen, Co-Founder & CEO at Localyze
- Paul Mundy, Business Development Manager at Spica Technologies
- Lewis Beck, Head of Workplace, Europe at CBRE
- Vibushan Thirukumar, CEO & Co-Founder at Oru Space
- Dean Sadler, CEO at Tribepad听
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Jake Munday, CEO and Co-Founder at
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鈥淚t鈥檚 interesting that not long ago we saw a significant shift in people doing work from home. With more recent steps taken by Zoom and Amazon, it might seem like this era is coming to an end, but I think it鈥檚 more to do with changes being made gradually.
鈥淎迟 , we鈥檝e had to adapt to this new work model, especially in 2020 and 2021 during COVID-19. We鈥檝e also had to make changes to work schedules due to maternity leave. My wife Jess and I had to work 3 days out of the 5-day working week at home so we could look after our baby and two other young children. This same flexibility is given to all staff members and it has proven to us that our own roles as well as many others can function effectively outside of the usual office space.
鈥淗owever, there鈥檚 no approach that will suit everyone. The need for collaboration and personal connection is important and some roles need in-person interactions. Companies are learning to find the balance that works best for them.
鈥淚 don鈥檛 think the 鈥渨ork-from-home era鈥� is ending, I just think it鈥檚 changing. We鈥檒l likely continue to see this hybrid approach.鈥�
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Finn Bartram, HR Expert at People Managing People
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听鈥淭he move from Amazon is certainly an interesting one, especially as its CEO, Andy Jassy recently commented, 鈥�There is no one-size-fits-all approach for how every team works best.鈥� when it comes to remote working.
鈥淲hat this does show, alongside Zoom鈥檚 move recently, is that organisations are still figuring out which model is best for them. It still remains that the biggest challenge for businesses right now is adapting to a hybrid working model that both engages a team and maintains productivity and team happiness.
鈥淎 survey in January this year by The Conference Board found only ~3% of CEOs across the U.S. and Europe consider returning workers to the physical workplace as a priority in 2023, with the challenge being how to adapt to a hybrid model. So, this is the challenge that Zoom and Amazon now face as a result of these moves.鈥�
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Jeanette Wheeler, CHRO at MHR
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鈥淣ew employee expectations mean that staying competitive in a tight recruitment market certainly needs companies to at least consider the offer of hybrid working. However, employers should not lose sight of the fact how much value the physical workplace holds. Organisations must think not only about what they can gain from offering flexible working, but also what they may lose.听
鈥淔or instance, the subtleties of human conversation can never be fully replicated over a screen or on a Teams meeting. Building a rapport or trust with another colleague is a lot more difficult without the non-verbal cues or micro-gestures that come with face-to-face interactions. It is also important for the career development of the younger generations, who may have spent a significant part of their time in education or work online. Many graduates and school leavers may wish to come into the office so that they can learn from experienced employees and witness the variety of unexpected tasks that may land while you are in an office environment. If companies promote remote working, some younger employees might feel they are missing out on the value they can get from real-life experiences.听听
鈥淲ith flexible working, companies have more to consider than ever before when it comes to workplace culture 鈥� it鈥檚 all about finding something that works for them.鈥�
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Zain Ali, Co-Founder and CEO of Centuro Global
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鈥漊ltimately, some employees prefer working remotely, whilst others prefer working from an office. Some employers want employees back and others are happy for employees to work remotely. There is no one-size-fits-all approach.听
鈥淲e hear about many companies bringing their workers back to the office full time, but there are also still many companies big and small who operate fully remotely or on a hybrid model.听
鈥淚 don鈥檛 think its as black and white as a bubble bursting but more of a split in how businesses choose to operate and individuals can then choose what works best for them when looking for a new employer.听
鈥漅emote work is simply a lifestyle choice. At the end of the day, Zoom is a business, and the company will have evaluated what it thinks is best for it to run most effectively.听
As an employer, you want happy employees who are doing their best work. Some people are happier working remotely and that has to be considered. On the flip side, you need to manage company culture. Teamwork is often an essential component of great work. Younger employees need to learn from more experienced employees. Brainstorming in-person can result in better output.鈥澨�
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Jordan Lawson, Managing Director at The UK Careers Fair
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鈥淥ur experiences at The UK Careers Fair paint a slightly different picture.
鈥淲ith more than 5,000 companies attending our events up and down the country, it鈥檚 intriguing to note that very few actively advertise 鈥渨ork from home鈥� as a primary benefit. This isn鈥檛 necessarily an indication of a decline in hybrid working but perhaps a reflection of a more nuanced approach to flexible working arrangements in the UK.
鈥淢any employers seem to be focusing on offering a balanced work environment, where the emphasis is on flexibility and adaptability rather than strictly working from home. Job seekers attending our events often express interest in roles that provide a mix of office and remote work, highlighting the value they place on adaptability.
鈥淚n essence, while remote work is an appreciated option, the broader concept of flexibility 鈥� be it in hours, location, or approach 鈥� could be the real draw.鈥�
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Rich Mehta, Founder at Rigorous Digital
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鈥淒oes it spell the end of the work from home era? I don鈥檛 think so. Companies (like ours) that continue to offer remote or hybrid working will continue to attract talented people; those for whom working 9 鈥� 5 in an office doesn鈥檛 work (and I鈥檓 thinking particularly of digital nomads, caregivers, those with health conditions or impairments amongst others here).
鈥淥f course there will always be plenty of people who are more than willing to work in person in an office, but there will be more people than ever looking for an alternative. My bet, my hope and my experience are that those people really are the ones that all the best companies are hoping to attract.鈥�
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Kate Palmer, HR Advice and Consultancy Director UK
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听鈥淭he Covid pandemic had a significant impact on the workplace landscape, and it鈥檚 unlikely that things will ever go completely back to how they were pre-pandemic. However, we are starting to see a major shift, with many workplaces moving back into the office full time to enhance productivity, workplace culture, and creativity.
鈥淲hile remote working allowed businesses to survive during unprecedented times, ultimately many employers have found that there is no replacement for in-person working. Zoom and Amazon returning to the office doesn鈥檛 necessarily signify an end to WFH, but it does reflect a wider swing that we have seen across many industries. There鈥檚 been somewhat of a struggle between employers looking to bring employees back into the office, and employees wanting to work from home.
鈥淚t is important that employers recognise that their employees have the right to request flexible working, which includes WFH. Current legislation states that an employee with 26 weeks of service can make one flexible working request per year. There are 8 statutory reasons why a request can be declined, so employers cannot just say no because they don鈥檛 want to allow it.
鈥淓mployers should decide what is best for their business in terms of working location. As long as employers are not discriminating against any or their employees or putting them at a disadvantage due to a protected characteristic, then employees have the opportunity to decide whether they want to work for a business that encourages in office working.鈥澨�
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Aquayemi-Claude G. Akinsanya, Activist and Campaigner
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鈥淚n recent times, we鈥檝e witnessed a seismic shift in work dynamics, driven by companies like Zoom and Amazon. Their adjustments to hybrid work policies have sparked discussions about the 鈥渨ork from home era.鈥� While some may perceive this as an end, I believe it signifies a pivotal evolution.
鈥淭he focus is transitioning from mere remote work to optimized collaboration. Zoom鈥檚 emphasis on in-person connections highlights the irreplaceable value of face-to-face interactions. Meanwhile, Amazon鈥檚 hybrid model underscores the importance of flexibility without compromising innovation.
鈥淭his shift doesn鈥檛 mark the end, but rather the maturation of remote work. The future lies in a hybrid approach that melds the best of both worlds. As leaders, we must embrace adaptability and cultivate a culture that empowers employees to excel, irrespective of their location. The lessons from this era 鈥� autonomy, results-driven focus, and digital fluency 鈥� are enduring.鈥�
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Caitlin Duffy, Director in the Gartner HR practice
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鈥淚n response to increasing pressure and a potential recession, many leaders are planning to implement return to the office policies in 2023 to regain a sense of control over the workplace. A significant number have concerns about culture, creativity and engagement in the hybrid workplace and believe that more on-site working will solve it.
鈥淗owever, mandating an office-centric approach to working is a mistake and overlooks the numerous benefits of hybrid work. This includes greater opportunities for employee flexibility and rest, advantages for underrepresented and neurodiverse talent, opportunities to reduce overheads on physical premises, and the important fact that many employees are significantly more productive and more engaged in a hybrid workplace.
鈥淭he problem leaders are experiencing is not the result of hybrid working, but a failure to fully optimise it. For example, a weakened workplace culture is not the result of having fewer employees on-site, but a failure to intentionally build culture connectedness into the hybrid workplace.
鈥淥rganisations that resist hybrid working are setting themselves up for long-term reputation and attrition risks and hindering their long-term competitiveness in what will inevitably be a more virtual society in future. They need to be embracing hybrid work and finding creative ways to leverage it鈥�.
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Jennifer Ritz, Senior Manager at Timly
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鈥淭here does tend to be a mantra in tech of 鈥榳hat would Amazon do鈥�? But in this instance, I鈥檓 not sure it鈥檚 the end of an era, but perhaps an evolution of it? Working from home has always existed. Yes, it obviously increased in popularity through necessity during the various global lockdowns, but flexible working remains, in my opinion on the rise 鈥� with an emphasis on the flexible.
鈥淭he fact is that there are benefits to teams being in an office together, and there are benefits for being able to work from home. The trick is to find a balance, so while the Zoom and Amazon decisions show a changing of the times once again, I don鈥檛 think everyone will follow suit, like they might have done in the past. One has to also remember that those firms can afford high-quality office space 鈥� a lot of us tech firms aren鈥檛 at that point yet!鈥�
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Samantha Lancashire, Productivity Coach
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鈥淲ith recent announcements, we may be inclined to consider this the end of the 鈥渨ork from home era鈥�.
鈥淎s someone who worked from home in Corporate before Covid, I鈥檇 say not.听
鈥淏oth Amazon and Zoom state not everyone is impacted. As humans, we often throw a blanket statement over change, particularly if it is one we don鈥檛 like.听
鈥淭here鈥檚 a definitive move in how certain companies state they want to optimise in-person collaboration across teams. Not forgetting the need to make good use of their bricks and mortar real-estate investments made before the pandemic hit. As a result, companies may ask for alignment across office working days to achieve this.
鈥淗owever there鈥檚 been a large number of start-ups and high-growth tech companies spun up fully remote as a result of the pandemic. While these companies offer opportunity, they will need to provide the tools, frameworks and leadership best practices to make their teams high-performing and collaborative.
鈥淲ork happens in hearts and minds, not in offices. Talent and skills are not always available near a corporate hub 鈥� this has always been the case.
鈥淚n order to be successful, companies will need a balance between presenteeism for the sake of it versus potential value gained by being together in an office based on the type of work that needs completing.鈥�
Kate Kurdziej, Founder at Olivier Consultancy
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鈥淔or me, the decisions of Zoom and Amazon to recall workers to the office reflects the dynamic nature of the work environment. Essentially, the 鈥榳ork from home era鈥� was forced by lockdown rather than a natural shift to this style of teamwork and we have to wonder in hindsight, if we were truly ready for this. Perhaps the working landscape wasn鈥檛 quite ready to end the grey commute into a physical office with designated hours.听
鈥淎s organizations evolve, their priorities shift and change. I believe that the hybrid work narrative is far from over; it is, in fact, entering a phase of refinement which we haven鈥檛 yet seen. As companies navigate the delicate balance between physical and virtual environments, they pave the way for a more holistic work environment which means those employees who need a more flexible work schedule can benefit and feel more of an equal.
鈥淎s the way is paved by bigger organisations, I鈥檓 hopeful that working from home is not disappearing completely, but instead, moving towards finding a balanced and peaceful middle ground.鈥�
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Linda Morey-Burrows, Founder and Principal Director, at MoreySmith
鈥淶oom鈥檚 decision to direct its workforce back to the office is symbolic of a wider industry shift towards in-person working. Business leaders are increasingly aware of the unique advantages of face-to-face interactions and the cross-generation skill sharing that is made possible by a central workplace.
鈥淐reating wellbeing-focused headquarters for businesses including CBRE and Sony Music, we have witnessed firsthand the transformative power of a design-led workplace. Collaborative environments stimulate creativity in a way that virtual platforms have always struggled to replicate. The opportunity to share ideas, meet people outside of your immediate team and socialise with colleagues is essential for a productive and happy workforce.
鈥淗owever, employers must offer something far beyond a desk if you are going to ask employees to make the commute. Features such as outdoor terraces, quiet libraries for contemplative working and free exercise classes enable employees to maintain the work life balance that remote working afforded.
鈥淚t is crucial that office spaces are also inclusive to nurture employee wellbeing. A thoughtfully designed workspace can cater to diverse needs, ensuring that every individual feels valued and able to work comfortably.
鈥淭he conversation is no longer about returning to the traditional, pre-pandemic notion of workplaces; it鈥檚 about evolving the concept to foster an environment where people can thrive, regardless of their working style or background.
鈥淔or business leaders, the challenge lies in combining the lessons and undoubted advantages of remote working, with the clear additional value that comes from in-person collaboration. This can be done by creating inclusive, dynamic and inspiring spaces that teams are pleased travel to and look forward to working in.鈥�
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Ritam Gandhi, Director and Founder at Studio Graphene
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鈥淎 clampdown on hybrid work by some large companies doesn鈥檛 indicate the end of the 鈥渨ork from home era鈥�. Reverting to fully in-office operations would demand a complete reversal of huge professional and cultural shifts from the past four years. Particularly during a time of cost-of-living challenges, the added expenses of commuting and childcare would be unwelcome by many, and smaller businesses in particular cannot be so rigid in how they allow staff to work. Nor should they be.
鈥淗ybrid work models are a lasting trend, but they require ongoing evaluation from businesses 鈥� there鈥檚 no one-size-fits-all approach. Putting employees at the core of business strategies and providing them with the tools to excel remotely is crucial. Likewise, it鈥檚 key leaders ensure their employees鈥� digital proficiency aligns with industry trends and that their skills will continue to be competitive in the face of the evolving labour market.
鈥淲hile the fully remote model during the pandemic had drawbacks due to limited in-person interaction, hybrid approaches have filled the gap. Those one or two in-person days each week still facilitate authentic and spontaneous relationship building, while also allow organisations to establish their culture.
鈥淎nd for any scaling business, the perks of offering that flexibility are clear: cost savings, heightened access to a wider range of talent from further afield, and a more contented workforce.鈥�
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Gosia Adamczyk Director of HR at Verve Group
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鈥淐ompanies making specific requests of their employees is more an indicator of companies pushing a reset button than marking the end of an era. I get a sense from both listening to my co-workers and seeing how companies are moving forward that there is only so much camaraderie and communication that takes place over Zoom or GoogleMeet.
鈥淚nevitably, the best collaboration and communication takes place when people physically connect with one another. One may see the irony of a company like Zoom asking people to not use its service; I see it as a company wanting to foster greater ties between employees. Verve Group is looking at different options for its employee base around the globe, where physical and virtual meetings happen throughout the week, throughout the globe.鈥�
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Karine Laudort, Founder and Managing Director at Kay Flawless
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鈥淭he recent moves by companies like Zoom and Amazon to clamp down on hybrid work arrangements have sparked discussions about the future of remote work. While it may seem like these actions signal the end of the 鈥渨ork-from-home era,鈥� it is crucial to analyse the broader context.
鈥淔irstly, it is crucial to understand that every company鈥檚 approach to remote work will vary. Some organisations may adopt a more traditional office-based model, while others may embrace remote work to varying degrees. The decisions made by individual companies should not be seen as a blanket statement for the entire industry.
鈥淪econdly, the COVID-19 pandemic has undeniably accelerated the adoption of remote work. However, it has also revealed some challenges and limitations. Companies like Zoom and Amazon may respond to these challenges by reevaluating their remote work policies. It doesn鈥檛 necessarily mean that remote work as a concept is ending.
鈥淎dditionally, many employees and employers still highly value the benefits of remote work, such as improved flexibility, increased work-life balance, and access to a broader talent pool. These advantages will likely ensure that remote work remains viable for many companies, even if some choose to scale back their remote work policies.
鈥淟astly but more importantly, while the actions of specific companies may indicate a shift away from remote work, it would be premature to declare the end of the 鈥渨ork-from-home era.鈥� The future of work will likely be a mix of in-person and remote arrangements, with companies adapting their policies based on their unique needs and circumstances鈥�.
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Molly Johnson-Jones, CEO and Co-Founder at Flexa
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鈥淭he adoption of hybrid working policies at the likes of Amazon and Zoom reflects the evolution of flexible work, rather than marking its end. Genuine flexibility has never been centred on a binary choice between working from home or in the office. Instead, a combination of home and office-based work (known as 鈥渉ybrid working鈥�) is considered to be the best of both worlds for many. The key thing is that companies considering a move to hybrid work first consult the preferences of their own teams, and devise a blend of home and office-based work based on the feedback.
鈥淚f flexible work continues to be as in-demand and vital to employee wellbeing as Zoom鈥檚 own research says it is, the company should also make clear how its hybrid policy will continue to offer staff as much support and choice as possible. Enforcing excessive levels of office attendance will prove unpopular by Zoom鈥檚 own admission. Ideally, hybrid companies should instead let staff choose how often they come into the office, and on which days. And if this isn鈥檛 possible, businesses should still clearly communicate how home and office-based work will be split. This way, talent can make informed decisions about how and where they want to work. For some, Zoom and Amazon鈥檚 new policies will fit their working needs perfectly. Others will look elsewhere.鈥�
Melissa Gauge, Founder at SpareMyTime听
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鈥淚 don鈥檛 believe that this is the case. We鈥檝e seen a huge rise in the number of applicants for our roles as more people are demanding part-time and flexible hours to fit around their lives. 100% of our workers are part-time and have work flexibility. As a result, our personnel has increased by 150% since 2020. With the demand for our roles blowing up in 2023. Many of these are from senior executives who are hoping to move into support roles so they can enjoy the flexibility we are renowned for but also be able to continue to drive their careers.
鈥淔or too long inflexibility in the workplace has excluded those who are unable to work a 9-5. Covid lockdowns have shown that 鈥榳orking from home鈥� no longer is a euphemism for taking a day off. Working from home often leads to increased productivity and focus. For those on our team with children, it means, working when their kids are at school or nursery, and not having to rely on childcare, the cost of which is often unaffordable. For those who are neurodiverse in the team working flexibly means working in an understanding environment without the constant distraction and pressure of an office-based world.鈥�
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Damian Hanson, Co-Founder & Director at CircleLoop听
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鈥淭he recent moves by companies like Zoom and Amazon to tighten their policies around hybrid work arrangements do not necessarily signify the end of the 鈥渨ork from home era,鈥� but rather reflects a shift towards a more balanced and clear approach to remote work.
鈥淏usinesses globally have experimented with remote work during the pandemic. It became clear that a one-size-fits-all approach may not be ideal. While remote work offers flexibility and cost-saving opportunities, it also presents challenges in terms of communication, collaboration, and maintaining company culture.听
鈥淐ompanies are likely responding to the evolving needs of their workforce and the unique demands of their industries. Instead of marking the end of remote work, this highlights a progression of the remote work concept. Businesses recognise the importance of flexible work but also understand the value of in-person interactions for fostering creativity, mentorship, and a sense of work culture.听
鈥淐loud-based communications tools play an important role in enhancing hybrid work models. For disbursed teams, they will value tools that facilitate real-time communication, video conferencing and document sharing. As businesses value both flexibility and in-person collaboration, cloud-based communications tools provide a best of both worlds approach.鈥�
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Eva Vonk, CEO at TALES听
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鈥淚 feel many companies grapple with the challenge of genuinely understanding their employees鈥� preferred work setups in today鈥檚 hybrid work landscape.听
鈥淎lthough I firmly believe in maintaining a headquarters as a haven, it鈥檚 clear that a hybrid approach has distinct advantages, often benefiting women and people of coluor more significantly. The cost of an office lease should never overshadow an employee鈥檚 mental well-being.
鈥淚 advocate for a shift in work culture from routine office attendance to primarily on-site when necessary, with frequent offsite flexibility.鈥�
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Ashley Rudd, Director at MODA PR听
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鈥淚t鈥檚 easy to think that when the poster child of the pandemic is calling staff back into the office. However, I can see WFH slowing down but I don鈥檛 think it鈥檚 completely over, hybrid working and flexible working are keeping it alive. It鈥檚 not a pause it鈥檚 a pivot as many other companies are still offering WFH and WFA options.听
鈥淚f a business is completely stripping away the chance to work from home then in my opinion they can expect to be seen as rigid and stagnant, it will be a losing factor when looking it attract and retain talent.听
鈥淧lus, if employees are scoffing at being offered hybrid working then there might be a deeper issue, companies need to do a deep dive into their culture and why employees don鈥檛 want to physically be in the office anymore鈥�
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Michael Kovacs, Founding Partner of Castleforge
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鈥淎迟 the start of 2020, big tech companies were leading the charge for the 鈥榬emote working revolution鈥�.
鈥淏ut now it looks like they are among the greatest advocates for a return to the office working en masse.听 CEOs in the sector (and elsewhere) are not doing this because they鈥檙e sadists or control freaks, but because they genuinely believe in the words of Bob Iger, CEO of Disney, 鈥渘othing can replace the ability to connect, observe, and create with peers that comes from being physically together.鈥�
鈥淲hile some firms are using the stick to get people back in 鈥� with Google including office attendance in employees鈥� performance reviews 鈥� we believe the carrot will become a more common inducement.听
鈥淔irms are having to work out how to make the workplace more attractive than the living room.听 That means more and more employers are looking to create premium offices in the best locations, providing high-quality amenities such as luxury showers, gym equipment, events and fancy coffee machines for employees. Smaller companies are looking toward flexible offices to obtain the same amenities as larger occupiers, but with the added benefit of flexible contracts, so they can scale the space they need with ease.
鈥淲hile big tech may be making headlines, this phenomenon is far from confined to the Googles and Amazons we hear most about.听 Employees and companies 鈥� both large and small 鈥� are now enjoying the best of both worlds, with remote working as an option when it鈥檚 practical, but collaborative in-person working once again becoming the default.鈥�
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Ruben Vermaak, Global Director of People and Talent at Bynder
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鈥淭here is a huge advantage to hybrid working and although I believe there is a need for flexibility of location when it comes to working, fully remote-working is a trend I can see decreasing in popularity in the coming years.听听
There are advantages to a hybrid working model such as a greater work-life balance and higher productivity for the individual, and better communication within a team.
鈥淗owever, if a company or individual prefers a remote-first approach, it鈥檚 important that the whole team meets in-person at least a few times a year for brainstorming sessions, training and team bonding.
鈥淎迟 Bynder, when the pandemic ended, we were offering hybrid working for those who were in close proximity to an office, this was working from home with a couple of office days per week. As a company, when we鈥檙e looking for new talent, the preference would be to find someone living near one of the Bynder offices so they can go into the office on a regular basis to meet up with others.
鈥淲e have also noticed that fully remote people who have worked in one of the Bynder offices before and moved away at some point had a better connection with their colleagues, even if they don鈥檛 see them in-person on a frequent basis, further strengthening the argument for hybrid working.鈥�
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Verity Batchelder Co-Founder at Good Life Sorted
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鈥淚 feel that we鈥檝e probably already seen the end of full-time WFH: everyone I speak to is managing a hybrid model.
鈥淗ybrid is the best of both worlds: people are statistically more productive at home, as long as they鈥檙e given clear goals and the correct tools and training in order to meet them, but they need to be together sometimes, to work as a team with a shared vision. As a business leader you have to ask yourself what you鈥檙e trying to achieve from your approach to team location. If 鈥榝ace time鈥� with members of your team is for collaboration and team building then fair enough as nothing beats face to face 鈥� but if it鈥檚 because you just want to keep an eye on your workers, then you鈥檝e clearly got a trust problem you need to address.
鈥淲hen tech leaders who provide the very tools to work remotely see the benefit in their employees being together in real life, you know there is a valid reason for that. I used to work at Amazon and know how much the company invests in people development. Homeworking is great for quiet concentration 鈥� it鈥檚 when I am able to analyse business performance and focus on company growth in detail 鈥� but I love the days when the team gets together and builds stronger relationships.鈥�
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Amit Raj, CEO and Founder at TheLinksGuy
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鈥淭here are numerous companies that are enforcing the return to office mandates. This includes big companies like Amazon and Zoom, the latter being a program that facilitated most of the communication between people during the pandemic and subsequent work from home era.
鈥淭he pandemic forced many companies to learn to adapt to new methods of operating due to a worldwide emergency, and despite it being a suitable means of getting work done, many company leaders found the lack of control on their workers day to day lives to be a problem that they could not cope with and enforced the RTO mandate.
鈥淎ll that is going to happen is the companies that still operate remotely and thrive in this set up, and will continue to work in this manner.
鈥淒espite being a company that is remote, a return to office mandate wont mean much to my staff, as my team is made up of members from different countries all over the world. Working remotely is a style of working that suits them, and it suits us well. We are able to monitor them appropriately while still meeting our targets, so there is no reason to change a method that works due to pressure from society.鈥�
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听Kristen Tronsky, Chief People Officer at DoiT
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鈥淚 don鈥檛 believe we鈥檙e reaching the end of the 鈥榳ork from home鈥� era, as the benefits of hybrid/flexible working for employees and businesses alike have become clear over the past three years. Businesses like DoiT, which is completely remote, gain access to a diverse talent pool and can hire wherever the right person is, rather than being limited to one area, and staff have access to a wider field of opportunities.
鈥淗owever, creating a successful hybrid or flexible culture isn鈥檛 easy. The challenge for business leaders is to ensure they put the correct processes and ways of working in place to enable hybrid working, as well as recognise the different management challenges it causes and allocate sufficient time and resources to ensure employees feel valued and operate effectively.
鈥淭his isn鈥檛 for everyone, and for hyperscalers it undoubtedly brings a hugely complex set of procedural, logistical and compliance issues. But it can be done well if businesses spend time creating and reinforcing a company culture that is relevant to employees working in a partly or completely remote company, such as those that promote human connectivity. DoiT has grown from 50 employees in the early days of the pandemic to over 550 team members working completely remotely around the world. This is because we鈥檝e invested in rooting our remote practices in trust, autonomy, and ensuring role clarity and ownership as team members work asynchronously using centralised documentation and collaboration tools.鈥�
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Kathleen Hartigan, VP at Clari
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鈥淥bviously, you have to tailor working practices to your business objectives and I understand the compunction to keep people in the office. But honestly, the move towards hybrid working in the last few years is only a start. We鈥檙e moving from input- to output-based working cultures, empowering people to do their best work flexibly, regardless of where they鈥檙e based. Crucial to the future of your business will be understanding and developing the processes in your organisation to maximise revenue.
鈥淎dvances in AI technology mean your people can have access to automatically generated meeting notes and cues to keep them focused on the revenue prize. The AI can optimise the cadence of your business to suit its people and the way they want to operate, rather than the other way round. Deep dives into company data will quickly tell you that the commitment of your people and their agile responses to opportunities are far more important than where they sit physically.
鈥淚 envisage a post-hybrid era where people have amazing new tools that empower them to be more effective than ever. Giving them the right tools, the right processes, to do the job, that鈥檚 how you get an agile and committed workforce.鈥�
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Hanna Asmussen, Co-Founder & CEO at Localyze听
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鈥淒espite clamp downs on hybrid working by Amazon, Zoom and others, the work from home era is really just beginning. There is a clear appetite from employees for remote and hybrid work, highlighted by searches for 鈥榳ork from home鈥� and 鈥榬emote jobs鈥� increasing by almost 200% after Zoom announced plans to reverse its hybrid working policies.听
鈥淭o reflect this demand, businesses must adapt their policies to become much more flexible, not more rigid. For many workers, this means working from their location of choice, which has evolved beyond homes or offices 鈥� people are thinking beyond borders now, a change advocated for by campaigns like #WorkAnywhere.听
鈥淎迟 a time of significant labour shortages, it is crucial that businesses look at the bigger picture to attract and retain the best talent. Digital nomadism is on the rise 鈥� more and more European countries are offering specialised visas to attract this kind of talent. Across the pond in the US, the number of people who consider themselves to be digital nomads increased by 131% between 2019 and 2022. So you could say that the work from home era is ending, but not in the way many might expect 鈥� it鈥檚 reinvented and beginning anew. Businesses distracted by the local 鈥渉ome vs. office鈥� debate risk missing crucial opportunities to competitors who dare to think bigger.鈥�
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听Paul Mundy, Business Development Manager at Spica Technologies
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鈥淏ack-to-office mandates from sizable corporations have sent shockwaves through a working population increasingly keen on a hybrid, flexible set-up. The Greenhouse Candidate Experience Report 2023 revealed that 77% of those surveyed would search for new employment if the opportunity for flexible work was revoked. However, in many cases, this conflicts with employers鈥� enthusiasm for in-person collaboration, notably emphasised earlier this year by the Director-General of the CBI.听 In a corporate environment where businesses are fighting to attract and retain talent, CEOs must focus on curating a hybrid structure that echoes the needs and expectations of their workers.
鈥淥ne way of creating harmony between employers and staff is embracing technology that can support the needs of both stakeholders.
鈥淚ntegrating workplace experience platforms, for example, Spica鈥檚 GemEx Engine庐 can help curate a culture of flexibility, allowing employees to book meeting rooms, car parking and more, in their own time. Platforms like this can aid businesses keen to echo the in-person collaboration mandates of leading corporations. However, by not imposing an inflexible rule on returning to the office, CEOs can reflect on the compromise that contemporary workers are looking for in their roles, decreasing the turnover of talent and ultimately boosting team morale and ROI simultaneously.鈥�
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Lewis Beck, Head of Workplace, Europe at CBRE
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鈥淚n mandating office attendance, companies are trying to address the inertia that has set in around coming to office. In most cases these initiatives are coming from a good place. Leaders have genuine concerns about maintaining a thriving company culture, collaboration and learning and development. Employees have become accustomed throughout the pandemic being in control of their own productivity. This is something that mandates diminish, which in some cases, has led to a grey area between employees and companies over return to office policy.
鈥淥ur research shows that the majority (66%) of our clients are requiring employees to spend time in the office. And more than that, 60% are monitoring employee adherence with varying degrees of formality. Nobody wants to eat in an empty restaurant and the same is true for workplaces. Under-utilisation is more detrimental to attracting people to use the office than oversubscription of space. To make hybrid work, companies will need to strike the right balance between hybrid policy, the purpose of the office, and the amount of composition of workspace.鈥�
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Vibushan Thirukumar, CEO & Co-Founder at Oru Space
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鈥淎s industry leaders like Zoom and Amazon embrace hybrid work models, we鈥檙e witnessing an overcorrection of the 鈥榳ork from home鈥� era.
鈥淒ue to the pandemic, there鈥檚 been a fundamental shift in how we live and relate to work. The recent upsurge in Google searches around 鈥渞emote work鈥� after Zoom ordered its employees back to the office is proof of that.
鈥淲e can鈥檛 simply go back to how it was pre-pandemic, but what we can do is take the best of it all. From the in-person connections and collaboration in office based roles, to the freedoms and flexibility that come with remote working. A hybrid approach will define the future of work.
鈥淎nd mandated locations like 鈥榦ffice鈥� or 鈥榟ome鈥� are too binary. They don鈥檛 include third spaces, for example cafes or co-working spaces. These offer unique environments that foster a sense of community, support collaboration and encourage innovation, but don鈥檛 fit into the home versus office debate.鈥�
Dean Sadler, CEO at Tribepad听
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鈥淲here big companies go others tend to follow 鈥� but they don鈥檛 have to. Entrepreneurial and innovative companies who want to win out in the long term can start to forge their own path. Organisations need to think about their own workforce and who they want to attract. According to the Salary, Security and Purpose report, where we asked 2000 people their views on jobs market in the financial crisis and what they are hoping for, a quarter (26%) are concerned about losing flexibility to work from home, rising to 33% of 25-34 year olds.
鈥�56% say a hybrid role is of high appeal, vs 51% saying office is. 25-44 year olds are most likely to want hybrid/home at 67%, vs only 37% of 55+. Many tech companies base their success not on location, but skills and creativity of their staff 鈥� which is easier to harness when can cast the geographical net wider. It鈥檚 great to have people in the same room to build relationships, but some of the best work can be done asynchronously for efficiency, or when people are at their best and most energetic.
鈥淗ybrid working works because it is indeed the best of both worlds, and takes into account working preferences and the needs of the business. At Tribepad we love getting together for a natter and some drinks, but also recognise people have lives and a career is on aspect of that, and we want to ensure they can flourish in all areas of their lives.鈥�
