Evolving Workforces

The Autonomy Proposition

Boost Employee Sentiment by Incorporating Flexibility Into RTO Strategy

November 19, 2024 3 Minute Read

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Key Takeaway:

  • Companies that understand the need for autonomy can encourage a return to the office while supporting employee mental health.

Dr. Rashida Gray, a psychiatrist based in Richmond, Virginia, recently discussed the mental health implications of returning to the office (RTO) and how Change Management and Workplace Strategists can support both employee and business goals. A vital consideration when transitioning back to in-office work is the significant influence of autonomy on employees.

Autonomy is a vital factor to consider as companies prioritize real estate, revenue and productivity, and employees juggle work and family commitments. The current scenario contrasts starkly with a generation ago, when company and employee goals were more aligned.

CBRE’s 2024 Americas Office Occupier Sentiment Survey indicates that “a disconnect persists between employer expectations for office attendance and employee behavior. Sixty percent of respondents report that they want their employees in the office three or more days per week, while only 51% report that employees work in the office at that frequency. Conversely, 37% of employees show up 1-2 days a week, yet only 17% of employers are satisfied with that attendance.”

Common reservations about RTO include caregiving responsibilities, childcare costs and commuting. Another issue is the fear of microaggressions experienced by people of color and women, which had significantly decreased in remote work settings. Additionally, remote work benefited people with disabilities, as the need for accommodations was mitigated.

However, individuals resuming office work generally appreciate having a routine, dressing up, taking a break from household tasks and making a distinction between home and work. They also value improved collaboration and opportunities for team building. But these advantages may not compensate for the loss of independence.

Senior-level managers and employees view in-office work differently, and that fundamental gap can be explained by the power imbalance between those demanding a return to work and those being asked to return. Executives traditionally had more autonomy over their work lives, with fewer policies and procedures controlling their actions, which can lead to a better work-life balance. With remote work, the power gap shrunk. All employees experienced similar levels of autonomy, offering lower-level employees a greater sense of personal agency. This newfound autonomy gained by working from home contributes to the difficulty of returning to the office. Employees now believe that they have less control over their lives in the office setting. This newfound awareness can't be reversed. Managers who have always enjoyed such privileges may not fully comprehend the resistance from their employees.

The challenge for businesses is to understand and address this change. As CBRE’s occupier survey points out, “holding employees accountable to mandates can create negative outcomes if employers don't strive to understand, and remedy, the barriers blocking more frequent office utilization. Employers who remain frustrated with lack of office utilization should explore the underlying challenge in order to deploy the right lever for change.”

Because employees value having control over their day-to-day lives, the hybrid model is an excellent start. Employees can retain the freedom to schedule appointments on remote days, or even to choose which days they come into the office and how many hours they stay.

However, there are other opportunities to mitigate resistance. Reflect on which HR policies and protocols may be potentially cumbersome to employees. Consider simplifying processes for accessing resources employees consider essential—software, hardware, ergonomic accommodations.

Employee morale and buy-in can be increased by proving that their presence is not arbitrary, but that their time and needs are of value. The appeal of free food and comfortable furniture doesn't outweigh the need for feelings of self-worth and autonomy.

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