In the wake of the pandemic, the concept of work has undergone a significant transformation. As companies grapple with evolving workplace dynamics, leading corporations, including major banks and consultancies, are revisiting their policies on working from home. This shift marks a critical juncture in redefining the future of work.
The recent move by French cosmetics giant, L’Oréal, instructing its 87,000 employees to attend the office at least two Fridays every month exemplifies a broader trend. Similarly, firms like UPS, Disney and Boeing are advocating for full-time office attendance, reflecting a growing impatience with remote work among some employers. In the UK, the Financial Conduct Authority (FCA) recently won a noteworthy civil case, underscoring the importance of in-person interactions for effective management. The case involved a senior manager’s unsuccessful appeal to work from home full-time, with the FCA arguing that her physical absence from the team diminished her managerial effectiveness, despite her claims of efficacy through virtual means.
While the FCA’s stance highlights the vital role of face-to-face interactions in management – crucial for building relationships, motivation, and team development – it is essential to balance this with the undeniable benefits of remote work. For roles not inherently requiring constant on-premises presence, offering flexibility in working arrangements has become a pivotal factor in attracting and retaining talent. The insistence on total office presence, or a lack of flexibility in managing work time, may reflect a failure of leadership rather than employee inadequacy.
As experienced executives, we must acknowledge that the new work landscape, empowered by technological advancements, is not a fleeting trend but a substantive shift. It necessitates a reevaluation of traditional managerial attitudes that yearn for a pre-pandemic status quo. A rigid insistence on full-time office work without considering the nature of the role or individual circumstances can be seen as a regressive approach, ignoring the potential benefits of a blended work model.
However, it is also critical to recognize the indispensable value of in-person interactions. Face-to-face engagement is not only central to personal development and career progression but also plays an instrumental role in fostering a cohesive company culture and enhancing personal well-being. In-person interactions often lead to spontaneous idea exchanges, mentorship opportunities, and a sense of belonging, all of which are crucial for a thriving work environment.
In conclusion, the future of work requires a thoughtful balance. Recognizing the value of in-person interactions is crucial, but so is embracing the flexibility that technology provides. This isn’t just about keeping up with the times; it’s vital for attracting and keeping great talent, spurring innovation, and building a robust, flexible workforce.
From my perspective the need for leaders who can navigate these changes is evident. Flexibility, when managed well, leads to a more committed and productive team. The future is not about a nostalgic return to bygone practices but about crafting a new narrative that brings the best of both worlds. As we scout for executive talent, we’re looking for individuals who understand and can implement a balanced approach, an essential quality for leaders who will succeed now and in the future.
Andrew Kris, Founding Partner, Borderless
