Rethinking Office Space: Employee Preferences and Future Work Models

Employee demands and needs—whether explicitly expressed or unspoken—are continuously evolving. Return-to-office (RTO) policies add a new dimension to this landscape: according to an August 2023 ResumeBuilder report, nine out of ten employers plan to implement RTO policies by 2024. Against the backdrop of changing future work models, how should the ideal (hybrid) office environment function?

The Remote Work Pulse Report by video conferencing company Owl Labs points out that remote workers do benefit from the freedom of not being required to come into the office. 57% of respondents said they are more productive working independently remotely, while only 30% believe they are more productive in the office. About half of employees feel more creative when working remotely. Correspondingly, 49% said they are more focused when remote, while 39% believe they perform better in an office environment.

But research also reveals that knowledge workers do value the benefits of interacting with colleagues: 60% of respondents said they enjoy meeting new colleagues in the office, while 17% said they prefer meeting them remotely. About half prefer in-person team meetings, while a quarter said they prefer virtual meetings. (Respondents showed similar preferences for in-person versus remote collaboration.)

So how should HR departments balance these mixed expectations and signals?

Communication is the secret

Regarding the mixed results of the remote work survey, Owl Labs CEO Frank Weishaupt noted in a public statement: "When it comes to the work environment, there is no one-size-fits-all solution that satisfies all employees, which is why hybrid work is the future." This view echoes that of Abraham Gonzales-Pollick, Vice President of Client Development at Vensure Employer Services.

Gonzales-Pollick acknowledges that certain industries must work on-site, and his advice to HR departments is: collaborate with employees to jointly decide how RTO should be implemented in their organization. Instead of conducting exit interviews, delve into "stay interviews." He recommends maintaining open communication at every step of recruitment, onboarding, performance management, training, and development.

"Employees go through all these stages throughout their entire lifecycle. It would be great if you could hear what employees need at that moment," he said. Perhaps the organization needs more flexibility or better compensation, he continued: "Maybe the organization needs more fun activities, maybe employees need a little bonus. Who knows?" Gonzales-Pollick told HR Dive: "Every organization is different, every industry is different."

Regarding RTO, Jakada Imani said most of his clients are "wading in fairly cautiously." As CEO of The Management Center, a leadership consulting firm focused on inclusion and equity, Imani has a broad perspective on the hybrid work landscape. Many employers understand the importance of reintegrating employees into the physical workplace. He also notes that even the best intentions can be thwarted by hasty approaches.

Why this secret matters

"A lot of big companies make the mistake of—they don't actually communicate with their teams," Imani told HR Dive. "They don't have conversations about what employees' preferences are, why those preferences exist, what the needs of the work are, and how to track and focus on work needs."

Beyond future workflows and hybrid dynamics, Imani says there should also be discussions about how RTO will "disproportionately affect different employees." For example, many Black employees prefer working from home because remote work allows them to temporarily escape in-person racial discrimination. (Previously, an executive at a recruiting firm told HR Dive that remote work is a racial equity issue.)

Research firms such as McKinsey & Company have been closely monitoring women in the workplace and publish annual insight reports. "We know that especially women, mothers, and caregivers strongly favor remote work because it allows them to more actively fulfill caregiving responsibilities and reduce the stress of commuting," Imani said.

How HR can make the office an ideal place

Beyond compliance requirements—all HR experts interviewed for the "Office Space" series mentioned the importance of lactation rooms—employers also need to "convince" employees to return to the office, as one expert previously stated. The regional head of this co-working company said their spaces are carefully designed: featuring private spaces like "focus rooms" and collaborative open areas, with common areas equipped with "soft seating" and more.

Gonzales-Pollick spoke about physical space elements, saying: "We should think about space and how to engage the senses, not just functional utility. People need more than just a desk, a phone, and a monitor, right?"

"These are all practical, but when we focus on the design and emotional aspects of the workspace, we are influencing mood, behavior, and attitude. It is these factors that affect performance," he continued. "You may not even realize it, but lighting has an impact. Plants on the desk, photos, and collaborative spaces."

Gonzales-Pollick added that color also matters. His example is a company's break room. If "the walls haven't been painted in 10 or 20 years," and the boss mandates RTO on the grounds that employees "will perform better" in the office, then that logic doesn't hold up. He explained that such an environment may not compare favorably to the windows, bright colors, and comfortable chairs employees have when working from home.

HR needs in-person engagement plans

Gonzales-Pollick also emphasized the importance of daily engagement activities, which he calls "energy hours." He also expanded on the concept of employee resource groups. "We think of novel ways for diversity, equity, inclusion, and belonging, but belonging is sometimes overlooked," he said.

He proposed the idea of belonging groups to "give people something to look forward to," so they can say: "I belong here. If I don't come to work, I'll miss out because I get so much from these belonging groups."

"We want every work environment to be highly supportive and highly connected. But we know that's not the case. We know many work environments are dysfunctional at best and toxic at worst," Imani said. "So if you're going to bring people together to build connections and camaraderie, you actually have to be deliberate about building it."

Imani even mentioned the traditional concept of "icebreakers." "These methods really work because they build trust, build connections, and increase mutual understanding," he said, laying the foundation for a "virtuous cycle."

Conversely, he said: "If I'm sitting in my cubicle and you're sitting in your cubicle, that doesn't build camaraderie. When we don't know each other's names, don't know what each other does, and don't have specific projects or collaborations: surprise! It won't build deep connections."

Both experts suggest that people teams schedule engagement activities during the workday, especially being considerate of caregivers' time. Beyond happy hours, employers can invite speakers and then hold breakout discussions afterward, pairing employees with people they don't usually work with. Imani also suggests lunch discussion groups; simple prompts can be very effective.

Improvising, Imani proposed three prompts:

• What do you like to do outside of work?
• What do you truly love about your job?
• What is one thing you're looking forward to in the next 12 months?

"There is so much managers can do," Gonzales-Pollick said. "They just need to give themselves the creative space as leaders to experiment."

Many leaders have lamented the lack of "accidental hallway moments" when transitioning employees from working from home to the office. But Imani would argue against that notion. Intentional engagement activities are what truly give employees the opportunity to get to know their colleagues.

"It's a bit 'forced,' but coming back to the office is also forced," he said. "So let's create some opportunities for connection, rather than random ones. Because if I run into you in the hallway, I'll just say 'excuse me' and keep walking."