In the midst of the pandemic we felt that once the pandemic was under control there would be three phases of a return to work strategy adopted by organisations, with each organisation adapting to the different phases at its own pace, meeting its own business needs, and the needs of its employees. It was expected that each organisation would take a slightly different approach: some would consult widely with employees and customers, while others would be slightly more dictatorial in their approach.

In reality, within the public and higher education sectors the approach has varied greatly, with some bodies back in work two to three days a week and others just one day a month. These arrangements remain under trial and different ways of working are still evolving. In fact, these phases are likely to be implemented over a number of years, with the final phase coming in year five or so post-pandemic, taking us through to 2025.

Phase one

The initial phase of the process was adapting to working life as we lived with the pandemic. This involved initially everyone who could, working from home, with only key workers being required to come into the workplace. This step was taken to help contain the spread of the virus and its impact. As vaccinations were developed and rolled out across the country, employers and employees felt more comfortable allowing staff back into the workplace and offices, albeit on a gradual basis.

I think it’s fair to say the UK managed this process very well. It’s a credit to us all that looking back it was managed as well as it was.

Phase two

The second phase is the period where we are really working out if we want to go back to working in an office full time, remain at home, or have a hybrid solution. Many employers are encouraging employees to return to the office two to three days a week and many employees are saying this is the ideal solution.

However, the reality is that often employees prefer to continue working at home, with the benefits home working can bring.

Reasons for not coming into the office include:

• We now have a dog.
• I have no/limited childcare. We gave it up in the pandemic. There isn’t any available.
• It’s too expensive.
• I have taken on other caring duties.
• The commute is a waste of time and resource. We have sold a car. Public transport isn’t as available or reliable as it was. No-one else in the team seems to be going back into work.
• I’m used to saving the money now.
• Office space has been reduced or withdrawn. A hot desk or desk booking system has been implemented and I can’t get space. The office I used to go to has been sold off.

The reality is that for a large proportion of the office-based workforce, working from home is ideal, and having tasted the benefits they are reluctant to give them up. Often, this mindset tends to be among employees established in their career, with the benefits of working in an office environment for ten years or more.

Equally there are employees who feel they can only give their all in an office setting, thriving on office life, and citing reasons for not being at home as:

• Too many distractions.
• Miss the company.
• Need the discipline of office routine.
• I’m glad to get away from the dog/children.
• The family want me out of the house.
• I feel I benefit from sharing ideas directly with colleagues.
• Not having suitable dedicated space – particularly where living with family or in shared accommodation.

All of the above reasons have been cited by different work colleagues or associates, both experienced and newer and younger members of the workforce.

Phase three

The third phase of this process is likely to span the next couple of years, when the actions and activities of phase two have been fully absorbed, management has been able to establish the true impact on the business of the pandemic, and Brexit, rising inflation, and international situations such as Ukraine have been accounted for. Risks will have been assessed, new risks will have been digested, and solutions found, recognising that some risks may have disappeared altogether.

It is in this phase that the future working patterns for us all will be mapped out for decades to come. For some it will remain a hybrid situation, others will be back in full time or as close to it as can reasonably be achieved, and for others, home working will be permanent, especially those roles where geography is no boundary to a role.

So why do we want to work from home (at least part of the time)?

Convenience

Without doubt there is something to be said for getting out of bed and being at your work station, having had breakfast and a shower, dropped the kids at school or walked the dog. You can make the day yours, start early and finish early, start late and finish late, and enjoy the better weather or partake in a family event.

Cost

While the savings generated by avoiding commuting have been offset to some degree by the increase in energy prices, home working is still in credit.

Own boss

Now we have greater control of our working day, it also feels like we have regained some control of our lives and are managing ourselves more effectively.

Greater productivity

This has been proven up to a point. It definitely works better for the neurodiverse, who can manage their output in their own way in their own time. However long-term lone working can have counter-productive effects.

Flexibility of role

Geography is no longer a barrier for many roles so everyone has more flexibility over the job they take and its location. Even public service organisations have seen a rise in those wanting to work from foreign bases.

No office dynamics

At home you are removed from the politics of the office, and living and working through a pandemic together has led to more tolerance and understanding of individual needs and issues in the workplace.

So why do we want to go back to the office (at least part of the time)?

The big draws are connection, collaboration and creativity.

Mental health

Human beings need interaction with other people. It is good for our mental health. This is one of the main reasons for being in work and benefits of office life.

We can more easily connect with close colleagues and feel combined satisfaction in our work. It’s a positive experience to share office banter and laughter, be among friends to discuss events in the news, and interact with likeminded people. Also as more people live alone, and families are geographically split, office life and the support it provides can be an important outlet and link for many.

Social life

The office and our colleagues can often be the cornerstone of our social life, particularly after work, and particularly for younger employees.

Training and professional development

For those new to the profession or in the early stages of a career, learning is much more effective in person and as part of a physical team. Coming into the office can be vital for on the job learning and offer a space to acquire new skills.

Team

Being present within an office can often make us feel more involved in the organisation and its culture, feel part of a team and that we are all working toward a common good.

Structure and routine

A defined working week and working space helps separate work from life.

As we go through transitionary phase three and new routines and systems for working are becoming established, the plea from workers seems to be for more certainty. Communication of employer expectations of workers, and decisions on new cultures and hybrid working arrangements are not always timely or consistent1. That expectation is only reasonable when childcare and doggie day care needs to be booked in advance (often a year ahead) and families need to plan house moves and budget for the future.

Workers need to know what their job is offering them and whether it fits into their preferred lifestyle. 2022 has seen the ‘Great Resignation’ and huge movement in job markets across all sectors in the UK2. It is in the interests of employers to make job roles attractive and flexible to recruit and retain good people.

If employers want to attract workers back to the office there needs to be good reasons for them to go. The future, or phase four, may see company child and dog care four day weeks, and offices becoming destinations, with good quality restaurants and gyms on site.

The employee benefit industry is growing at a fast rate and alongside clearly communicated and flexible working practices, subsidised attractions and added benefits may play a more important part in talent management.

Alongside clearly communicated and flexible working practices, subsidised attractions and added benefits may play a more important part in talent management.

As individuals and as a workforce we are emerging from probably the most challenging period ever in our careers. The fact we were all in it together made the journey all the easier and made us feel less isolated. But we need to recognise the decisions we and our employers make over the next few years will have a long-lasting impact on us, on the generations of workers who follow us, and on society in general.

I have worked in an ‘agile’ or home environment for the past 18 years, and would not swap it. But it has worked for me at my stage in life and career. I had nearly 20 years of office life behind me and time spent with colleagues, whose generosity of spirit and desire to share their knowledge gave me the skills to adapt and grow. My conclusion would be, let’s make sure we blend the best of both worlds, and leave something for future generations to enjoy and work with.

ALARM Stronger

This article was originally published in the October edition of stronger, the ALARM journal. ALARM is a not-for-profit membership association that has supported risk management professionals for over 30 years. They provide members with outstanding support to achieve professional excellence, including education, training, guidance, networking, and industry recognition for best practice across risk management and related services.

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