Perhaps I should have titled this blog: The problem with exclusive foci of productivity and profits.
In my last blog, I discussed the importance of social and relationship time in organizations. It also connected to the loss of how we spent organizational time before we all worked remotely.
I have been intrigued by how remote workers talk about their reactions to requests to return and work three or more days in the office. I’ve heard this comment a lot:
We proved that we can be productive working from home, and the company had a banner year of profits. Why should I go back?
The organizations having a problem getting people to consider shifting back to the office are the ones that heavily touted productivity and profits before the pandemic. These organizational cultures didn’t discuss or prioritize a more complex mix of behaviors and values, yet these factors, not productivity, made their organization successful!
Many organizations I work with have thoughtfully brought people back to the office without encountering resistance. These organizations value relationships and the softer dimensions of organizational life, like trust, connection, creative brainstorming, and a sense of purpose, to name a few. When people see their colleagues as part of an extended family, this metaphor articulates a deeper connection and value to each other in addition to productivity and profits. It also helps people feel valued as humans, not as cogs in an organizational machine.
Transactional vs. Transformational Connections
The problem with productivity and profit as the primary purpose of work is that it can be experienced as exploitative. Employees can see their work as a transactional exchange when benefits and burdens aren’t widely shared. The idea is that they spend hours at work in exchange for money to spend for themselves and their families. When our employees think that their work relationship is transactional, continuing to work remotely is a logical choice. The employee benefits from no commute or other funds spent on transportation and parking. They take breaks whenever necessary to nourish themselves. The workday is shortened because their commute doesn’t exist, leaving more time to spend with family, friends, self-care, and other important life tasks.
Given this experience, why would people want to come back to the office?
There are several reasons why many organizations have NOT encountered resistance to what many HR pros are calling the “great compromise:”
- The work experience occurs in a place that encourages connection and relationships.
- There is deep trust within the team, and in the organization’s leadership.
- There exists a higher shared purpose that is understood by everyone.
- Learning often occurs in person and together.
In these organizations after a period of working remotely, the desire to re-initiate these deep relationships slowly builds.
I understand what it’s like to be part of these kinds of teams. When we do see each other in person, joy and meaningful connections are directly experienced and celebrated. When we receive an invitation for the next in-person retreat or a face-to-face meeting, we remember the joy of seeing each other and the more nuanced benefits it holds for our work and our lives. The invitation then becomes a point of attraction instead of obligation.
When this happens, we remember that work isn’t just an exchange of talent to meet an organizational need. Work is fulfilling, meaningful and carries great connection with other humans. These are the conditions that are conducive to coming back to the office-not productivity and profits.
Very insightful