The Great Office Debate: Productivity, Culture and Career Growth in a Hybrid World
September 09, 2024
As companies and organizations work to bring teams back together in the office, for at least part of the standard workweek, managers and leaders alike face some challenges. Many employees enjoy, and have become accustomed to, the flexibility, sense of autonomy and lack of commute – all of which come with working remotely. However, are remote employees sacrificing productivity or career growth in exchange for these benefits? Like many things in the accounting world, I would argue that it depends.
Personally, I have had a positive experience in my fully remote position with my firm; although, I acknowledge that others’ experiences may be different. I do not think there is one solution for all. Managers need to adapt and remain agile to continue leading successful business operations while simultaneously addressing the remote versus in office considerations to keep their people happy and productive.
Return to office mandates have been a hot topic the last few months. Whether companies are pushing for a full return, back in the office five days a week, or attempting a hybrid approach with a specified number of days in office, no approach is perfect for all. This is part of the reason leaders are dealing with challenges, and sometimes pushback, from their staff and employees. Leadership often cites culture, collaboration and camaraderie as reasons to return to the office. I agree these are critical components, especially for more junior staff and those in the early stages of their careers – training, coaching and networking tend to lend better in an in-person setting.
However, what about the more seasoned staff, those with some years of experience under their belt? If they can work productively in a remote environment, should they be required to report to the office? How significant is the risk of employee turnover resulting from implementing a return to office policy? It will largely depend on how much staff value the feeling of working autonomously and not having to commute over the career satisfaction and comfort of their current positions, which will be different for everyone. It is unlikely any policy will please everyone, but by encouraging employees and empowering them to drive and shape their own working arrangements to the extent possible (and appropriate), some challenges may be alleviated.
My experience working from home full time has been positive. Although my role is fully remote, I have still been able to make connections with my clients and colleagues. I would note; however, it does take some intentional, deliberate action to make this happen – for example, picking up the phone instead of composing a lengthy email; and checking in with team members periodically via a video call for that virtual, face-to-face connection. These are things effective managers are likely already doing but simply require a bit more thoughtful effort in a fully remote setting.
Additionally, just as leaders need to remain flexible when thinking about any sort of return to office mandate for their employees, team members should do the same. Even though my role is fully remote, there are times when I need to meet with a client
or prospect in person, or attend a live face-to-face training, both of which require travel. Furthermore, with respect to career growth and development, establishing clearly defined expectations and maintaining open lines of communication between employees and their supervisors is crucial to a successful career in a remote environment. In my experience, having this adaptability and flexibility has been a key component of being an effective manager.
Working completely remote does present some challenges, including feelings of isolation, lack of social connections and small talk around the office, and more difficulty from a training perspective. As mentioned earlier, many of these concerns can be addressed while continuing to work fully remote; however, they can only go so far. There is no true replacement for quality, face-to-face connections with colleagues, clients and team members. This is especially true with newer, less-experienced professionals who may require more training and supervision. Managers and leaders must find the right balance of remote and in-office requirements to effectively manage their teams, keep team members content and continue fulfilling the mission of their organization in today’s ever-changing business environment.
Trevor Johnson is a senior manager at CohnReznick and an ASCPA member. Johnson serves on the ASCPA’s editorial committee and can be reached at trevork.johnson@cohnreznick.com.