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    The RTO Tug-of-War: Large Employers Grapple with Return-to-Office Mandates

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    The post-pandemic return to work continues to be a battleground, with large employers caught in the middle.
    A recent trend – Return-to-Office (RTO) mandates – is seeing companies require employees to return to the physical office for a set number of days per week. While some see this as a necessary step to rebuild company culture and collaboration, others worry it disregards the benefits of remote work and risks driving away valuable talent.
    Many companies are implementing Return-to-Office (RTO) mandates, requiring employees to spend a certain number of days in the office. Here are some notable examples:
    Technology Giants

    Amazon: Requires most corporate employees to be in the office at least three days a week.
    Apple: Mandates employees to work in the office three days a week.
    Meta (formerly Facebook): Requires employees to be in the office at least three days a week.
    Microsoft: Has a hybrid work model but encourages employees to be in the office for in-person collaboration.

    Other Industries

    Disney: Has implemented an RTO policy for its corporate employees.
    Barclays: A UK-based bank, has mandated a return to the office for most employees.
    Asos: An online fashion retailer, has introduced an RTO policy for its staff.
    UPS and Boeing: Have implemented strict five-day-a-week RTO mandates.

    The Push for In-Person:
    Proponents of RTO mandates argue that in-person interaction fosters creativity, innovation, and a stronger sense of team spirit. Companies like Dell point to the value of spontaneous brainstorming sessions and mentoring opportunities that are difficult to replicate virtually. Additionally, concerns exist around maintaining company culture and ensuring effective communication when employees are scattered geographically. However, a recent report by the Stanford Graduate School of Business suggests that these concerns may be overstated, with studies showing that remote teams can be just as effective at collaboration when equipped with the right tools and processes.
    The Employee Exodus:
    However, many employees, especially those who thrived during the remote work era, are pushing back. A recent study by Time Magazine cited research showing a significant exodus of senior employees from companies with strict RTO policies. These employees cite factors like work-life balance, childcare challenges, and increased productivity at home as reasons for preferring remote work options. This talent drain can be particularly damaging for technology companies, which rely heavily on skilled professionals.
    Companies that lose talent due to RTO face significant consequences:

    Loss of institutional knowledge: Departing employees take valuable experience and knowledge with them, impacting the company’s expertise and innovation.
    Difficulty filling open positions: Finding skilled replacements in a competitive job market can be challenging, especially if the company’s RTO policy is seen as inflexible.
    Decreased morale and productivity: The remaining workforce might experience lower morale and decreased productivity due to feeling undervalued or facing increased workloads.

    Companies like Buffer and Automattic, once known for their successful remote-first models, saw significant talent departures after implementing RTO mandates. These cases highlight the potential cost of disregarding employee preferences for work flexibility.
    Finding a Middle Ground:
    The answer may lie in a hybrid model that allows employees to split their time between home and the office. This approach offers a compromise, balancing the benefits of in-person interaction with the flexibility and productivity gains of remote work. However, crafting a successful hybrid model requires careful consideration of factors like role requirements, team dynamics, and employee well-being.
    Microsoft offers a flexible approach, allowing employees to choose their work style based on their role and needs. They have designated “focus days” where in-person collaboration is encouraged, but also allow for significant remote work flexibility. Microsoft emphasizes clear communication and utilizes technology to ensure all employees, regardless of location, feel connected and included.
    The Future of Work:
    Who will thrive? Companies that can strike a balance between remote work flexibility and the benefits of in-person interaction are likely to succeed in the future.
    The future of work is not an either/or situation regarding WFH or RTO. A flexible, hybrid model that prioritizes employee well-being and fosters a productive and inclusive work environment is likely to be the most successful approach for companies in the years to come.
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      in Workplace

      6 Wellbeing Trends that will Shape Work in 2023 and Beyond

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      Nuffield Health’s 2022 Healthier Nation Index study revealed one in three adults claims their mental health has got worse in the last year. The same statistic is also true of physical health, with a third of UK adults reporting a decline over the last 12 months.
      Employers have a responsibility to help individuals manage their wellbeing. However, it’s clear targeted support isn’t commonly available to modern workers increasingly adopting flexible working approaches.
      With this in mind, Nuffield Health suggests six workplace wellbeing trends we can expect to see as employers look to create relevant and effective wellbeing offerings…
      Managing MSK
      The recent rise in remote working has delivered many benefits for employees, including a greater work-life balance and a reduction in stressful commutes.
      But it isn’t without its challenges – namely overworking and the physical impact of unergonomic home offices – with 72,000 individuals recently reporting a musculoskeletal (MSK) disorder directly caused or exacerbated by the pandemic.
      Despite employers’ responsibilities to provide comfortable home working set-ups, many aren’t meeting their obligations. However, they are becoming increasingly difficult to ignore.
      While financial support should continue to be made available to employees for furniture and equipment – and employers should signpost to how to access these funds – we are now entering the age of the corporate physiotherapist.
      Businesses can invite musculoskeletal health experts to review the current office environment as well as offer general advice on posture, exercise, and nutrition to avoid injury at home.
      Employers may also choose to contribute financial support for private sessions, too, to avoid the greater financial burden of the £3.5 billion paid by employers each year to deal with workplace injuries. Plus, research suggests businesses can achieve an ROI of nearly £100 per £1 spent on physiotherapy for musculoskeletal health.
      The new work-life balance
      Our idea of ‘work-life balance’ traditionally involves unwinding from work stress at home after leaving the office. But what happens when home life itself becomes increasingly stressful?
      Research suggests the current cost of living crisis has been linked to a direct increase in stress. And with financial stresses showing no signs of letting up, employers have a responsibility to help individuals avoid burnout.
      This may include inviting a financial specialist to host a webinar for all employees on managing money, as well as offering relevant workplace benefits – such as grocery vouchers – that directly address some key drivers of financial anxiety.
      Self-help support
      Despite efforts to challenge the stigma around ill health, Nuffield Health research suggests a third of employees still wouldn’t feel comfortable disclosing a mental or physical health issue to their employer.
      So, businesses have a responsibility to offer tailored support to those who may feel uncomfortable asking for it.
      This may include making remote support offerings and self-help platforms available to those who would prefer to work through advice and specialist help at their own pace, away from the office.
      For example, telephone CBT services and online self-help management programs – such as the Silvercloud platform – allow employees to access remote support and guidance on understanding symptoms of distress and learning relevant coping mechanisms.
      A focus on prevention
      There is no one-size-fits-all intervention for the unique physical and mental challenges facing employees. However, businesses can embrace technology to access instead of data-led, personalized interventions that make a difference for the individual.
      Digital platforms featuring AI technology can analyze behavioral data provided by the workforce to predict future challenges, allowing businesses to action interventions before symptoms become unmanageable.
      For example, Nuffield Health’s PATH tool gathers data from both a comprehensive physical health exam, alongside behavioral data from questionnaires to understand employees’ unique risk factors and suggests relevant interventions.
      Employers able to take a proactive approach to employee health not only nurture a healthy and engaged workforce but avoid the impact of presenteeism, which can cost businesses up to £4,000 per employee per year in lost productivity.
      Employee power
      Recent workplace trends, including ‘the great resignation’ and ‘quiet quitting’ suggest power is shifting away from the employer, with employees no longer willing to go above and beyond for their employers.
      So, businesses – especially those guilty of encouraging unhealthy workplace cultures in which employees are expected to be ‘always on’ – must rethink their relationships with employees to retain their brightest talent.
      Managers have a responsibility to lead by example when it comes to widescale cultural change. This means clearly outlining employee expectations, like working hours and contactable obligations, as well as being seen to leave the office on time each day.
      Similarly, employers should welcome and seek regular feedback to understand better the challenges facing staff and how the business can tailor its support. This can be done through regular one-to-ones with individuals as well as anonymous feedback surveys for those who may not feel comfortable communicating in person.
      Family focus
      A shift towards flexible and remote working has somewhat blurred the lines between work and home life, with mixed results. Some of the negative consequences include employees working longer hours to compensate for not commuting, while others have enjoyed the benefits of spending more time at home with family.
      These lifestyle changes must now be a key consideration for businesses. As employees continue to mold their work lives around personal habits – often familial responsibilities such as childcare – these challenges must be reflected in the support offered by businesses.
      The workplace must remain flexible in terms of shift patterns and remote opportunities to meet the needs of those with busy family lives. However, we will also start to see businesses extending benefits to the family, for example, private healthcare and medical benefits for partners and children and familial mental health support.
      This may include parental mental health advice hubs or CBT platforms that provide advice and resources for parents on managing children’s emotional wellbeing.
      By Marc Holl, Head of Primary Care at Nuffield Health.
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      in Talent Acquisition

      How Recruiters Can Adapt to Major Shifts in Candidate Attitudes

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      This past year has greatly altered the dynamics of the U.S. labor market, including job seekers’ expectations of employers, according to a new 2021 Job Seeker Nation Report from Jobvite. It is predicted that many of the changes experienced will be here to stay, bringing about what many believe to be the rise of the optimized workforce. As a result, talent leaders and recruiters must understand how to adjust efforts for the job market today and into the future.
      Remote work & company culture.
      The pandemic has created profound changes in workplace preferences for job seekers, including the desire for remote work. Per the Job Seeker Nation Report, 35% have declined or would decline a job offer that required them to work full time on location, in an office, or at a worksite, and 100% remote work is preferred by 33% of workers.
      Despite an increasing number of employees working remotely, the importance of company culture in applying for a job has continued to rebound. Nearly half of workers believe company culture is very important in their decision to accept or reject a job – a 21% increase since 2019.
      Employers need to implement a hybrid and culture-centric work environment to lure top-quality talent. Likewise, talent leaders must incorporate these company values into the hiring process. This can be accomplished by implementing a cohesive recruitment marketing strategy that includes social media, as more than 33% of job seekers use social media networks to learn about an employer’s culture.
      Diversity hiring is vital.
      With this year prompting many Americans to reflect on what is important to them, it is fitting that those beliefs and priorities are being brought into the job search. This year’s report found a significant number of workers (42%) would turn down a job if the company lacked diversity in its workforce or had no clear goals for improving diversity in hiring.
      Separately, 49% have inquired about employer’s goals and efforts around improving diversity in the workplace during interviews. Based on these results, it’s evident that recruiters need to embrace diversity initiatives, as it significantly influences workers’ decisions to apply, accept, or even reject a job.
      To do this, recruiters must create employment opportunities for all regardless of race, religion, color, gender, identity, age, ability, location, or creed by mitigating challenges in the job-seeking process due to unconscious bias. This can manifest itself in how a job description is written, how a job opening is marketed, what schools an organization recruits candidates from, how a candidate is interviewed, and much more.
      Balance in today’s always-on workforce.
      The majority of surveyed workers report increased stress levels since the onset of the pandemic. In today’s world of competing priorities and unexpected distractions, remote workers are also struggling to transition between “work time” and “home life.” In 2021, 42% of surveyed workers said they are working longer hours compared to the year before.
      Employers must deliver a more thoughtful approach to helping employees achieve a more balanced life based on workers’ individual needs. Talent leaders can then highlight how the company supports its employees through these practices, both now and into the future. This can be delivered through information and videos on the employer’s career site, which continues to be one of the most powerful recruiting assets.
      Interviewing tactics & preferences.
      Here’s the good news for recruiters. Over the past year, an overwhelming majority of surveyed workers consider their most recent candidate experience to be primarily positive. Excellent communication from recruiters, ease of scheduling, and easy job application process were the top reasons for positive candidate experiences.
      A preference for texting is also on the rise. This year’s report found that a majority of job seekers prefer texting for scheduling interviews in comparison to email or phone. This is especially true for workers with children, as 30% are comfortable participating in an interview via texting. Like consumer behavior, candidates have renewed expectations of their job-seeking experience, especially while on a mobile device.
      However, lack of access to adequate technology or Wi-Fi has negatively impacted 35% of job seekers’ ability to participate in a video interview. Recruiters need to consider how this may affect a candidate’s participation and outline strategies to overcome this challenge, as virtual interviews continue to be leveraged in the recruiting process.
      The Rise of the Optimized Workforce.
      The expectations of job seekers and employees have changed forever. As a result, recruiters need a complete understanding of how to adjust efforts to meet the demands of varied realities for today’s workers. To do this, talent leaders must equip themselves with the right skills, knowledge, and strategies to effectively navigate the current reality and engage high-quality talent.
      Kurt Jones is a Senior Manager of Product Marketing at Jobvite, a leading end-to-end talent acquisition suite provider that serves thousands of customers across a wide range of industries.
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