Aaron Sherinian is senior vice president for Global Reach at the .
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Recently, USA Today kicked off with this sentence: “Return-to-office mandates are gaining momentum as the pandemic fades and Labor Day approaches, with 90% of companies expected to require employees to work in person at least some of the time by the end of next year.” Of particular interest to me, the article notes that “81% of company leaders say coming back to the office next year will improve company culture.”
Who defines what the appropriate company culture is? Is it a top-down mandate based on the priorities or proclivities of the C-suite? Or is it the way that people interact only at work along with what they bring from outside the workplace into their company?
In tandem with the stat in USA Today about workplace culture is another stat they offer about the return to the workplace: “83% [of company leaders] say it will enhance productivity.” The concern is that, if the right priorities are not set with the return to the workplace, these two concepts could clash.
As we enter this new era of work—post-pandemic, yes, but with a long memory of the satisfactions that came from the new ways we did our jobs—it is critical that we communicate with one another around this topic. With the accelerating pace of the return to work, we need more than a few good lines of copy, compelling talking points or even a clear and concise instruction manual.
Communicators, of course, are a key part of defining that space, bridging gaps in understanding and affirming the best practices everyone should expect in 2023 and beyond. This means not just an email about changes in policies or the formation of new groups or initiatives but an ongoing dialogue about goals and priorities, the reception and response of feedback, updates on developing plans and processes and, finally, the policies and procedures that come from all of this.
Critically, we need an open and ongoing dialogue about goals and priorities. How can managers ensure they’re receptive and responsive to employee feedback about return-to-office plans? In what ways can they ensure their employees can bring their whole selves to work—including race, gender, sexuality and faith—when returning to the office? How can we help employees connect who they are with how they contribute?
If we work together, we can find a place where culture and productivity intersect when crafting and communicating return-to-office plans. Otherwise, the result will likely be less satisfied workers, lower retention and even a negative impact on the bottom line. If we want the return to the workplace to be successful for everyone, we must acknowledge and make space for all the ways people show up and how they can find meaning and purpose in their lives beyond just meeting deadlines and receiving positive performance reports.
We can work toward something bigger if we’re all thoughtful and intentional about exactly what that means and communicate openly about it in terms that are more than just corporate but also consequential. If we embrace the best practice of internal communications—transparency, authenticity and consistency—we can make the return-to-office plan welcoming to all, helping ensure both a safe and a productive work environment.
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