Read more on the subject of DEI
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In 2020, when the COVID-19 pandemic broke out, an overwhelming number of organizations went into full telecommuting mode, virtually overnight. Today, just a few years later, the mandatory return to the office is once again a trend and an option implemented by many companies. How can we approach this decision from an equity, diversity and inclusion perspective, so as to minimize irritants? It’s a big question, and we’re here to give you some food for thought!
What do the data tell us?
We know that maintaining telecommuting can be detrimental to collaboration, creativity and team spirit. It does, however, enable employees with special needs (however numerous they may be) to achieve a better work-life balance, which increases their satisfaction and, ultimately, their retention. Even if working from home can also be a source of isolation, according to a 2023 study of over 10,000 Quebecers, almost all of them felt they were just as, if not more, productive (96%) and worked just as many, if not more, hours (92%) when working remotely.
Similarly, an Atlassian study of global leaders suggests that being present in the office does not improve productivity. The benefits of returning to the office are therefore mainly focused on socialization and office profitability.
With this in mind, it’s important to think about how we can meet employees’ specific needs and improve their productivity, since these are the two major advantages of teleworking.
Listening and consultation at the heart of good decision-making
Before we begin, it’s worth noting that Canada is the undisputed champion of teleworking. Workers spend almost twice as much time telecommuting as elsewhere in the world – 1.7 days a week, compared with 0.9 days in an average of 34 countries. Is this too much? Not enough?
To find out, a thorough assessment of employee needs is essential before implementing return-to-work policies. No one likes to see their working conditions change radically overnight without being consulted, or even warned!
The aim is to enable staff members to express their concerns about returning to the office part-time or full-time. For example, parents may have specific childcare needs, while neurodivergent people may require adapted work environments that minimize distractions. The aim is to ensure that returning to the office is not just an obligation, but also an opportunity for improvement and adaptation.
The importance of office comfort
If you absolutely want your employees to return to the office, you need to ensure that your premises are accessible to everyone. This is even truer if you’ve recently hired people who have only ever teleworked for your company! This means..:
- carry out an audit of physical facilities to ensure that they are adapted to people with reduced mobility, as well as to bodily diversity, including features such as access ramps, elevators and adapted furniture.
- create workspaces that promote concentration and tranquillity, such as quiet work areas and rest areas. This is particularly important for neurodivergent people. If you only have neon-lit office spaces, this can be disturbing for many people, neurodivergent or not.
- review the comfort of your offices in general. Windowless offices, uncomfortable chairs and out-of-control ventilation/heating systems may not make your employees want to come back in person compared to the comfort of home!
Rebuilding team cohesion
After several years of telecommuting, returning to the office can be a source of anxiety for many people. For some, the idea of returning to a collective environment can raise concerns about managing face-to-face interactions and group dynamics, even more so if these people were hired in a telecommuting context and didn’t know the team and organization before the pandemic!
Teams have also evolved with teleworking, adopting different modes of communication. Returning to the office means relearning how to interact directly. There’s a big difference between communicating directives by e-mail or Teams versus face-to-face! For some, this may mean overcoming social barriers heightened by prolonged isolation. An empathetic and aware approach to these challenges is essential.
In these contexts, employers have a crucial role to play in facilitating this transition and fostering an inclusive, caring atmosphere. This can be done in a number of ways:
- Provide clear guidelines for conducting meetings, including active listening, time management and public speaking. These guides can help reduce anxiety among employees who feel rusty in these contexts.
- Create opportunities for unstructured social interaction, such as coffee breaks or team lunches, to encourage employees to reconnect in a relaxed setting.
- Associating new recruits with former employees to promote better social integration. For example, a new telecommuter, even if he or she has been with the company for some time, may find it hard to get used to the company if he or she suddenly finds himself or herself working with a team with which he or she has had little contact.
In conclusion
The compulsory return to the office after years of telecommuting is a challenge which, if poorly managed, can accentuate tensions and dissatisfaction within teams. However, with an approach focused on equity, diversity and inclusion, this transition can become an opportunity to strengthen team cohesion and improve working conditions for all.
Employers have a responsibility not simply to impose a return to the office, but to transform it into a participative process in which the specific needs of each employee are listened to and taken into account. By offering a suitable work environment and fostering positive social interaction, companies can minimize the irritants associated with this transition and maximize the benefits of returning to the office.
The key to success lies in concerted action, the adaptation of workspaces and the constant support of employees. By taking these steps, returning to the office will not just be a logistical requirement, but an opportunity to reimagine a more inclusive, welcoming workspace that is conducive to personal fulfillment.
In short: let’s not overlook the human impact of this transition!
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