Are companies insisting on return-to-office in a bid to save their culture?

The debate  between company management and employees regarding returning to the office permanently is an ongoing one. Leaders of prominent global tech firms are drawing attention with their assertions about the importance of having employees working from the physical office.

Interestingly, companies have changed their stance quite frequently ever since the pandemic waned. Initially, many organisations didn’t see any drawbacks to remote work at all. After all, all the relevant tasks were being completed, and productivity didn’t seem to be significantly affected either.

However, as time went on, productivity and collaboration started being cited as the primary reasons for summoning employees back to the office. What people aren’t discussing openly, but is becoming increasingly evident, is that this move to bring people back to the office is, in fact, a sincere effort to preserve the organisation’s culture.

The physical workplace undeniably plays a significant role in shaping any organisation’s culture, and many companies highly value fostering a robust in-office culture where employees can come together to collaborate and build strong connections. Remote working has posed a challenge in terms of actively demonstrating and embodying the culture in day-to-day interactions.

“The organisation values not only what one does but also how one does it, and this becomes more evident in the office setting,” opines Rajeev Singh, a seasoned HR professional and former HR head.

“The organisation values not only what one does but also how one does it, and this becomes more evident in the office setting.”

Rajeev Singh, a seasoned HR professional and former HR head

It’s true that in-office settings serve to reinforce the core values and principles that the company has held all along. Many companies may have observed a dilution in these values or a decrease in collaboration post embracing remote work.

“When remote work became the norm, employees were primarily tasked with delivering what’s expected without the informal interactions that happened around the water cooler or coffee machine. These informal exchanges are important for social bonding, and since humans are inherently social creatures, we tend to thrive in socially-connected environments,” Singh adds.

Additionally, it is important to recognise roles within organisations that necessitate human interaction, as these cannot be entirely replaced by machines, artificial intelligence, or chatbots. “While some functions can be digitised for convenience, understanding and addressing unique problems through personal interactions remain crucial, both for customers and employees, in different organisational functions,” explains Ramesh Shankar, another senior HR leader and former head – HR, Siemens.

Some individuals have joined companies without ever setting foot in the office or meeting their colleagues in person. This has been the case for most employees who were onboarded entirely remotely during the pandemic. Such employees may struggle to feel engaged with the organisation’s culture and values.

“While some functions can be digitised for convenience, understanding and addressing unique problems through personal interactions remain crucial, both for customers and employees, in different organisational functions.”

Ramesh Shankar, senior HR leader and former head – HR, Siemens

“Human learning largely occurs through observation and repetition, and being physically present in the workplace is essential for absorbing the nuances of a company’s culture. Observing behaviours, values, and the way things are done in person is a critical aspect of cultural assimilation,” states Manish Majumdar, head – HR, Centum Electronics.

He goes on to add, “There have indeed been instances of misconduct or misuse of remote work privileges, which have understandably raised concerns. However, while these incidents are significant, the primary focus for companies seems to be on the broader issues related to maintaining strong relationships and preserving organisational culture.”

As the business environment is constantly changing, the market scenario remains dynamic. Customers have evolving needs, and to address these challenges it’s essential to revert to the way things used to be before the pandemic.

“The idea of returning to the office, not necessarily full-time, but for at least three or four days a week, adds value to the company’s efforts to enhance its measures that contribute to its success. This can involve course corrections in strategy, revisiting business plans, or re-evaluating the work environment and employee engagement,” asserts Singh.

Apart from culture, there are also issues around leadership insecurities.

Productivity concerns often trigger trust issues in leadership. If leaders, especially top management, perceive a disconnect or observe that people are not aligned, or their performance is not meeting the criteria, this impacts business performance or commitment to shareholders.

“Human learning largely occurs through observation and repetition, and being physically present in the workplace is essential for absorbing the nuances of a company’s culture. Observing behaviours, values, and the way things are done in person is a critical aspect of cultural assimilation.”

Manish Majumdar, head – HR, Centum Electronics

“All of this is linked to how people are working remotely and whether there is sufficient control and communication in place. Effective communication, established patterns, mechanisms, or forums to reinforce these aspects are crucial for leadership to comprehend. Related concerns, if any, need to be addressed,” clarifies Singh.

“With limitations to managing people, leaders may often worry that productivity may suffer if they don’t closely monitor their employees. On the flip side, employees should not view this matter lightly either,” asserts Shankar.

Additionally, while some managers do not view remote work as a threat, some feel more comfortable and effective when they have their teams physically present in office.

“This preference for in-person collaboration may stem from their extroverted nature, where they thrive on the energy and interaction with their team members. Therefore, it’s not necessarily insecurity but rather a managerial style that values team proximity,” believes Majumdar.