Return to the Office: Practices vs. Policy

Recent research published by LinkedIn, in collaboration with property agents JLL, sheds light on the evolving work habits of employees worldwide. The findings indicate a contrast between perception and reality. While many professionals feel they spend too much time at their corporate desks, office workers in the UK are only present in person about half the time.

A survey of 12,000 employees across 44 countries reveals significant regional differences in return-to-office (RTO) trends. Kuwait, for example, has the highest office attendance, with employees averaging 4.2 days per week in the office. In contrast, UK employees are returning for just two days a week, half the pre-pandemic level but would ideally prefer an even lower commitment of 1.5 days. Interestingly, younger workers under 24 are spending more time in the office, averaging 3.1 days per week.

While companies worldwide are striving to find the perfect balance between hybrid, remote, and in-office models, there is no clear winner when it comes to productivity. According to McKinsey, all working models, whether fully remote, hybrid, or in-person, report similar levels of engagement, intent to stay, and overall satisfaction. The key lies not in rigid policies but in companies' practices to foster connectivity, innovation, and growth.

Productivity Across Different Working Models

McKinsey's report highlights that employee satisfaction, burnout, and motivation remain relatively consistent regardless of the work setting. However, there are some notable differences:

• Approximately 80% of employees in hybrid or in-person settings express satisfaction with their working model.

• Around 90% of fully remote workers also report satisfaction, suggesting that when remote work is well-structured, it can be just as effective as in-person work.

• Very few employees wish to change their current working model, implying that flexibility and autonomy are critical factors in overall workplace satisfaction.

Collaboration: Aligning Goals for Maximum Impact

The way teams collaborate is fundamental to business success. Whether working remotely, in a hybrid setting, or fully in-person, goal alignment remains the most influential factor in effective teamwork.

Leaders must take proactive steps to ensure that priorities are well communicated and that team members understand how their contributions fit into the company's broader strategy and future. This involves:

• Regular formal check-ins, either weekly or biweekly, to clarify objectives and track progress.

• Encouraging informal, organic conversations, particularly in hybrid and in-person models, to foster creativity and camaraderie.

• Investing in digital collaboration tools that streamline brainstorming and project management for remote teams.

Connectivity: The Role of Leadership in Maintaining Engagement

Clear and consistent communication is the foundation of workplace connectivity. As organisations redefine their return-to-office policies, leaders must:

• Explain the rationale behind in-person expectations in a way that aligns with company goals.

• Apply policies consistently, ensuring fairness across all levels of the organisation.

• Follow through on promises, making sure that in-person work delivers tangible benefits, such as better collaboration or career development opportunities.

With RTO mandates becoming less common, leaders need to create an environment where employees see value in face-to-face interactions rather than feeling forced into the office.

Innovation: The Competitive Advantage of Future-Ready Organisations

Innovation is a core driver of long-term success, particularly as generative AI and automation reshape industries. However, the ability to foster an innovative culture differs across work models:

• Remote employees need additional leadership support to ensure they have the right resources, guidance, and visibility within the organisation.

• Hybrid and in-person teams benefit from spontaneous collaboration and idea-sharing but must be intentional about maximising their time together.

• Psychological safety is crucial across all models to ensure employees feel comfortable proposing new ideas and taking creative risks.

Mentorship and Career Growth

For businesses to thrive in the long term, they must prioritise mentorship and career development. Regardless of the work model, employees require structured support to advance in their careers.

• Hybrid and remote workers benefit from clear coaching expectations, structured mentoring programs, and access to leadership.

• In-person employees naturally receive more organic mentorship opportunities but still need formal guidance to ensure equity across the workforce.

• Peer coaching and knowledge-sharing initiatives can bridge the gap between junior and senior professionals, fostering a culture of continuous learning.

Skill Development: The New Currency for Success

The future of work isn't just about where employees work; it's about how well they are equipped to perform. The best organisations are making significant investments in skill development, ensuring their workforce remains agile and adaptable.

Cutting-edge companies are:

• Offering virtual coaching, including VR-based and avatar-assisted learning.

• Partnering with certification providers to upskill employees in high-demand areas.

• Implementing apprenticeship programs and job rotations to create more dynamic career paths.

Beyond providing training, companies must foster an environment where learning is actively encouraged and supported. Leaders play a crucial role in reinforcing the importance of upskilling and ensuring employees have dedicated time to invest in their development.

The Future of Work: What's Next?

As we move further into 2025, businesses in the SaaS industry and beyond need to continue adapting their strategies to align with employee expectations. There is no one-size-fits-all approach. What works for one organisation may not work for another.

However, some universal truths remain:

• Flexibility is king. Employees value autonomy over rigid mandates and will gravitate toward companies that trust them to perform at their best.

• Communication is non-negotiable. Clear and consistent messaging is vital for engagement and retention, whether in-office, hybrid, or remote.

• Collaboration must be intentional. Structured and strategic teamwork will always yield the best results regardless of the work model.

• Investment in skills and innovation is a long-term play. Companies that prioritise learning and adaptability will remain competitive in an evolving landscape.

As the workplace continues to evolve, leaders must stay ahead of the curve, embracing change, refining strategies, and putting people first.

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