Remote work, or work from home (WFH), is not a new concept. For decades, employees have completed some or all of their job responsibilities from the comfort of their own homes. This population made up only 5.7% of American workers in 2019. The onset of the COVID-19 pandemic caused that population to skyrocket, and by August 2023, 20% of American workers were working remotely.
Percentage of paid full days worked from home
Credit: Barrero, Jose Maria, Nicholas Bloom, and Steven J. Davis, 2021. “Why working from home will stick,” National Bureau of Economic Research Working Paper 28731, CC BY 4.0, via WFHResearch.com
A Question of Priorities: Convenience or Community?
Researchers with WFH Research and the Survey of Working Arrangements and Attitudes have found that the benefits of WFH tend to revolve primarily around work-life balance and convenience to the employee. 60% of respondents noted “no commute” as a primary benefit of WFH, with cost savings (44%) and schedule flexibility (42%) also being valued. In-office work, however, benefits other people. 62% noted “socializing with co-workers” and 54% noted “face-to-face collaboration” as the positive aspects of working in an office.
the top benefits of working from home as selected by respondents
Data from Working from Home Around the Globe: 2023 Report via WFH Research
Although both strategies have their benefits, in recent months, a number of prominent tech companies have decided to prohibit WFH. Despite celebrating the successes of COVID-19 WFH policies, companies like Google, Amazon, and Dell have all announced mandatory return-to-office (RTO) policies moving forward. The amount of in-office time varies. Google has chosen hybrid scheduling, requiring workers to be in the office a few days per week while implementing badge tracking and employee surveillance to ensure compliance. Others, like Amazon, have gone all in on full RTO, mandating 5 in-office days per week despite lacking the necessary office space to host returning workers.
Dell’s case is unique. Employees have been offered a choice: they can choose to return to the office full time or they can choose to continue working from home. The catch is that those who choose WFH will no longer be eligible for any promotions or role changes, severely limiting the potential for career growth within the company.
Despite the strong corporate push to RTO, employees aren’t budging. 8 out of 10 employers have reported losing staff to these mandates, many of which were top performers. Following Amazon’s pronouncement, 73% of Amazon employees have reported considering leaving the company. At Dell, 50% of US full-time workers and one-third of global employees have chosen to continue working remotely despite the promised negative consequences.
One-Size-Fits-All Strategies a Poor Fit for Diverse Workers
Some workers (yet not all) are able to work very effectively in the office. We now know that it is possible for some workers (but not all) to perform at equally high or higher levels working from home. So, why are so many employers still trying to force everyone back into the office? Companies have a responsibility to the communities that they serve, so factors like underutilized real-estate investments or pressures from city leadership and struggling retail and service industry businesses have very likely had an effect. Regardless, it is clear that the RTO push is not working. Many businesses have reportedly “given up”. According to Flex Index, 8% of the surveyed companies were requiring full-time RTO in 2023, dropping to 3% in 2024.
If industry wants to move beyond this issue, leadership must accept that the traditional 9-to-5 in-office working environment is no longer viable for many people. Now that millions of workers around the world have seen that it can be done and done well, the Pandora’s box of WFH is never going to be closed again. The improvements that WFH can have on work-life balance are just too favorable for many to give up.
Impetus for Change
Companies that want to remain relevant and competitive in the new markets post-COVID are therefore going to have to shift their mindsets and model inclusive leadership. By offering hybrid scheduling or even full WFH opportunities, leaders will show their staff and potential hires that they value employee well-being and are willing to make space for all types of people within the organization. This flexibility will let workers from all types of backgrounds, particularly those managing disabilities, chronic health conditions, families, or caretaking responsibilities know that they are not only welcome but wanted by a company that values the diversity of experience that they bring. Automatically assuming that workers can only be relied on when they are monitored and micromanaged in the office is not the way to create a diverse and productive workforce. Positive relationships between employees and managers will naturally evolve when managers show that they have faith that their staff will behave and act as the professionals they were hired to be. This undoubtedly strengthens the company and contributes to future success.
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