In an effort to persuade employees that returning to the office is a good idea, employers have leaned on promises of improved
Ninety percent of companies plan to implement return-to-office policies by the end of 2024, and of the decision makers who have already done so, 63% report an increase in retention, compared to 19% who said bringing employees back drove retention down, according to data from Resume Builder. But obstacles such as long commutes,
"It's a domino effect; you don't just have collaboration," says Jenni Bedell, HR consulting practice leader at HR platform OneDigital in Tennessee. Though she started out fully remote, she has spent an increasing amount of time in the office as her role has grown, and sees the value of connecting face-to-face with coworkers. "It starts with a sense of belonging and psychological safety in the workplace, and then building upon those things. When you create an environment where employees can state their opinion without fear, that's going to lead to the type of collaboration we're looking for. In order for leaders to be intentional about creating this type of environment, you have to start with a plan."
Read more:
Details of plans may differ, but laying out what success looks like is key for any organization that wants its employees to understand the value of collaborating with their team members, Bedell says.
In person equals clearer communication
As the global well-being manager at office furniture company Steelcase, Gary Strehlke was an early proponent of people returning to the office as soon as possible, but not just because it benefited business. While the company's leaders made sure to acknowledge the changes brought on by working remotely during the pandemic, such as different child care routines and a bigger focus on work-life balance, Strehlke says the value of spending time together, as well as a return-to-office strategy, was also laid out to employees both in meetings and in writing, such as emails. Working in person offers all employees the chance to establish more genuine relationships with teammates and increase collaboration by communicating in ways they may not while in a virtual setting, he says.
"You're going to have those on the team who don't feel as comfortable sharing in a virtual environment," Strehlke says. "Some of the greatest value happens in my conversations before and after a meeting, or on my way to walk and get coffee, because people in an individual setting may be more likely to be open and honest with what just took place in the room. If we're not in person building relationships, we're going to miss out on the diversity of thought that we're trying to bring to the workplace in the first place."
Read more:
At OneDigital, the return to office was a slow, intentional process they deemed a "return to people." Though they still operate on a hybrid model, being in the office is a chance to bring employees together, and a necessity for fostering the kind of culture that encourages collaboration, Bedell says.
"It's hard to cultivate and maintain culture and a sense of belonging in a fully remote environment," she says. "Employees want to feel like they're part of something bigger. Companies who aren't intentional about showing employees how their work affects the big picture, are at a disadvantage in the war for talent. When an employee can meaningfully connect to their team and the people they work for, they're going to be healthier from a well-being perspective, and it's going to drive recruitment and retention results."
Create collaborative space — and room for quiet work
When an employer can demonstrate the value in how office space can be leveraged for collaboration and productivity, it can be an effective value statement, says Strehlke. Where remote work often comes with its share of distractions, a curated workspace can help people focus, offer all the tools they need and allow present leadership to communicate quickly about work they see happening.
"The environment should be designed for good cognition and reflective of a space that employees want to come into," he says. "If the employees need focus time, they would benefit from a space free from disturbances such as noise and movement, so products like soundproof walls or window applications that block visual distractions [can be helpful]."
For collaborative work tasks, Strehlke suggests comfortable furniture and a combination of technology that supports screen-sharing, as well as whiteboards for brainstorming.
"When you have a well-designed space, you will positively influence the work that happens in that environment, regardless of what that work might be," he says.
Read more:
Embrace servant leadership and ask employees for feedback
For employers who see room for improvement in the levels of collaboration and communication in their workplace, Bedell advises getting input from employees right away.
"Be ready — if it's already an environment that's not perfect, you're going to get some harsh feedback," she says. "But as a leader who really cares and wants to pivot, if you can ask for input and find even something small that you can do based on that, it can work wonders."
Bedell also recommends soft skills training — things like teamwork building, communication and interpersonal skills — as a way to give employees the tools they need to interact well with others. In addition to an organizational investment like this, leaders themselves should make sure employees know they too are invested in them on a personal level, as this builds the trust that leads to greater communication and collaboration throughout the company.
"There is something to be said for the leader who goes door to door. Not an open door, not you come to me — I come to you," says Bedell. "I'm asking about your family and your dog, and if you're going to be here, I'm going to invest in you, because I'm asking you to come and invest in this workplace. We've seen a lot of success in that kind of servant leadership in environments where the leader sets the tone."
