In some ways, it seems remarkable that we’re still debating the work-from-home issue.
Most questions about productivity, practicality, costs and benefits, etc. have been examined, debated, researched and resolved. In some ways, the issue is now the domain of business schools and organizational psychology departments where doctoral theses are chiefly concerned with untangling the minutia of causes and impacts.
In an analysis of 30 years of published research on remote work outcomes, researchers at Florida International University College of Business determined that working from home enhanced job satisfaction, organizational commitment, perceived organizational support and supervisor-rated performance and lessened turnover intentions.
As recently as November 2024, Harvard Business School researchers mentioned in an off-hand way what most nonacademics already suspected: Employees who work from home or have hybrid arrangements are happier and less likely to leave their jobs than those in an office full-time. Regarding the much-hyped concern about WFH employees’ sense of isolation, many employers have responded with regular check-ins (not micromanagement) and hybrid schedules that bring everyone into the office on certain days (something we do at Kessler PR Group, by the way).
The widespread acknowledgment that hybrid WFH arrangements are effective is reminiscent of the moment in the second half of the 20th century, when psychologists finally stopped arguing whether human behavior was the result of nature or nurture and agreed that each has a role. For the most part, it’s good to work in the office and it’s good to work from home.
The devil resides in the details, of course. In this case, the devil’s house is the phrase, for the most part.
Setting aside situations where work from home, at least currently, is impossible or impractical (e.g., large-scale manufacturing; emergency room medicine; building maintenance; nursery schoolteacher; police, fire and rescue personnel; nursing home aide, etc.), it’s clear that, with the widespread use of cloud-based data and document storage systems, video and virtual conferencing platforms and rapidly emerging AI technologies and tools, much office work doesn’t require the employee to be, well, at the office all the time.
Whether an employer offers employees hybrid or full WFH arrangements — or decides not to — how the decision is communicated will impact how well it will be accepted.
If your staff is still working full-time from home and you have determined a policy change is beneficial, here are a few tips to follow when communicating your decision that employees will soon be required to return to the office, whether full-time or on a hybrid basis.
- Be prepared to explain clearly why you’ve made the decision. Whether it’s to boost collaboration and innovation, to support professional growth or simply to strengthen company culture and better serve clients, expect to be asked to articulate your thinking;
- Acknowledge that some employees may have concerns, and be ready to be flexible, such as staggering hours or making other accommodations to enhance work-life balance;
- Be open to feedback, especially when the new policy will take effect, whether there will be a transition or a trial period after which you’ll assess its impact;
- Remain focused on communications. This isn’t like turning on or off the lights. There will be tweaks and exceptions that will need to be acknowledged, articulated and justified. As with all internal company policies, particularly those involving big changes, how well you communicate your vision will impact the success of your decision.
Keep in mind that not all workers would choose to only work from home if the choice were theirs. Many people do find it isolating, regardless of efforts to enhance engagement. Others have complicating factors (pets, children, parents, inappropriate workspace, etc.) that make it less appealing. Some folks simply thrive on the energy of collaboration that the office setting can provide. Communicating your willingness to consider a variety of options may give you the best opportunity to optimize your team’s effectiveness.
Once again, communication turns out to be the central element to successfully implement change. Don’t give it short shrift.
Warren Cooper is a senior director at the Kessler PR Group
