Making the transition back to office successful

By Vijaya Raghavan

In the throes of the Covid-19 pandemic, businesses worldwide found themselves pivoting their operations from the office to the home in a matter of days, even hours. This sudden shift led companies to reconsider their traditional workspace model.

Now, as the world acclimatizes to post-pandemic life, organizations are grappling with the dilemma of transitioning back to office operations. Employees accustomed to the flexibility and convenience of remote work are resisting a full-time return to physical offices. This challenge is exacerbated by the disparity between leadership and employee perspectives on remote work.

Instances of large IT companies reneging on their initial Work from Home (WFH) stance, or tech industry leaders advocating for more in-office work, reflect the leadership’s inclination. According to C-Level LinkedIn research, about 71 percent of Indian business leaders prefer employees to work more frequently from the office. Conversely, an ADP Research Institute report reveals that over 76 percent of Indian employees prefer control over their working hours, even accepting pay cuts for remote or flexible working opportunities.

Hence, striking a balance between organizational expectations and employee preferences poses a significant challenge in the post-pandemic work landscape.

Embracing a Hybrid Work Model

To quote an example, SunTec Business Solutions, a global pricing and billing company based in Trivandrum, began experimenting with a Work from Home model even before the nation announced a lockdown in March 2020. As a result, when the lockdown was enforced, they were among the first to transition to a fully remote setup. They were clearly prepared and anticipated the change, managing not to lose a single day of productivity in the process. Their preparedness was commended by their stakeholders, who were appreciative of their Business Continuity Plan.

Post-pandemic, in early 2022, and very early in the recovery phase, they launched surveys to gauge employees’ preferences on the work model: Work from Home/Hybrid/Back to Office. The results indicated a majority preference for a hybrid working model. This led to a flexible arrangement of two or three days of office-based work per week. The Talent and Establishment functions began returning to the office full-time. This proactive approach ensured the smooth functioning and facilitation of the broader Back to Office plan. The hybrid model was initially rolled out in their headquarters, providing a grace period for those residing outside the headquarters to relocate.

It’s important to note that the Business Continuity Plan (BCP) Committee plays a key role in taking decisions pertaining to the shift from WFH to Back to Office. The BCP Committee comprises representatives from different enablement and mainstream functions. They play an important role in a company’s successful navigation through uncertain times. A case in point is the way the company conducted a 30-minute stand-up meeting every day and then every week once the situation started easing out. This consultative approach employed by the BCP team involved conducting regular surveys. These surveys were administered not only to managers and leaders but also across the entire organization.

BCP committees typically are required to maintain continuous oversight of the situation making date-driven decisions. The committee’s role is instrumental in managing the Back to Office transition. A smooth transition back to the office is possible only if there is a flexible policy. Companies must empower managers to grant WFH permission on request up to ’x’ days per month, providing a safety net for employees who have valid reasons to stay at home.

Communicating the Plan, Observing its Impact, and Addressing Challenges

Back to Office strategy must be deliberated at length in such BCP committee meetings and among the leadership group, ensuring alignment across all functions. Companies must recognize the potential discomfort for employees amidst the uncertainties (in this case, surrounding the pandemic’s spread) and opt for a staggered approach in the Return to Office plan.

Having a multi-channel approach to ensure regular and open communication about the plans and their rationale to employees is crucial. This helps alleviate employee anxieties and ensure transparency. Managers, too, are enabled and empowered to decide the roster plan, considering project priorities and personal considerations.

A solid Business Continuity Plan can reduce the initial resistance from employees. In fact, it is observed that those who returned to the office championed the cause and encouraged others to join them. People inherently resist change, often clinging to the familiar, even when faced with new circumstances. However, with time, patience, and sustained momentum, this initial resistance will gradually wane. As people grow accustomed to the new normal and begin to experience its potential benefits, they become more receptive to it. Leveraging internal communications and social media platforms can be a great way to highlight the benefits of in-person collaboration and reinforce its merits.

Companies must also emphasize employees’ convenience, facilitating office location transfer requests based on project demand and office capacity. In the face of the pandemic, ensuring safety and hygiene measures, for instance, is imperative to make employees feel comfortable.

Building a Sense of Community

A comprehensive communications and engagement strategy can encourage employees to return to the office. The campaign must leverage various platforms and initiatives, such as intranet posts, promotional videos, and e-mail communication.

A real-time employee feedback mechanism can address concerns and continuously improve the transition process. Announcements must be made well in advance, providing employees with enough time to manage their priorities. The Employee Engagement team could also set up a channel to help employees have their questions addressed on a real-time basis.

Companies can also foster engagement and a sense of community by organizing CSR and fun events on the campus. Annual events involving families also provides an opportunity for employees and their families to bond. Such collaborative initiatives exemplify the company’s commitment to fostering a smooth and engaging transition back to the office, and a sense of unity and oneness, catering to the physical and emotional well-being of the employees.

Statistics Confirm Success

Finally, it is the numbers that speak volumes. As a testament to the successful transition back to the office at SunTec, the average attendance rose significantly from 68 percent in the first week of June 2023, when the Back to Office announcement was made, to 82 percent a week later. By the end of June 2023, it further increased to 89 percent, signaling the acceptance of the new normal.  The percentages of leave and WFH requests were a mere 6 percent and 3 percent respectively, signifying employees’ comfort with the transition.

In conclusion, empathetic, adaptive, and meticulous Back to Office plans result in a successful transition. This approach prioritizes employee sentiment and comfort, facilitated by thoughtful interventions at various stages. Through effective communication, flexibility and empathy, companies can demonstrate a model way to navigate the post-pandemic work transition.

G Vijaya Raghavan [GVR], a pioneering figure in India’s IT and software industry, has a rich professional career of more than three decades. Known for his strategic insights and visionary leadership, he currently serves as a Member of the Board at SunTec Group. As the Founder and Former CEO of Technopark Trivandrum, India’s first software technology hub, he has played a key role in shaping the national software landscape. GVR’s influence also extends to his tenure as the Former President of the International Association of Science Parks (Asia Pacific), and he is actively involved as a member of various state boards in Kerala.