Navigating the return to the office isn’t just about logistics: it’s a balancing act between competing priorities. On one side, you have employees who have grown accustomed to the flexibility and autonomy of remote work, and are resistant to being forced back into a traditional office setting. On the other hand, your organization is grappling with the need to foster collaboration, innovation and a cohesive company culture — goals that can be more difficult to achieve in a distributed workforce.
The tension is real, and managing it effectively requires rethinking how we approach work. That’s why Sean Fitzpatrick, founder and CEO of TalentMap, invited Jody Thompson, co-founder and CEO at CultureRX®, LLC, and co-developer of the Results-Only Work Environment (ROWE) model, and Nicole Chamblin, leadership and team productivity coach at Visions Productivity Solutions, to join him for an engaging discussion about the underlying assumptions we make about when and where work happens.
Check out the highlights of the webinar and watch the full session on demand.
Do People Need to Be in the Office to Get Their Work Done?
The traditional view of the office as the primary workplace is being challenged, as the forced shift to remote work taught us that people can be productive in any location. “People now have seen what’s possible, working remote, working from home,” Sean said. Moving forward, focus less on mandating a certain number of days in the office, and more on understanding the specific needs and requirements of each role. From there, you can empower employees to work in the way that allows them to be most productive and engaged. “People want one thing, and that’s choice,” Jody said. “The office can be there — I’m not anti-office — but the office is a tool.”
The answer to whether people need to be in the office is not a simple yes or no — it depends on the job responsibilities and what environment best supports the results the organization needs. For example, a surgeon or receptionist typically needs to be on-site to achieve their goals effectively, while an accountant may achieve better results working from home. These examples underscore that choice must start with clarity around job responsibilities and what is required to to achieve performance goals.
“Let’s get clarity around your roles and responsibilities, and then you decide: Which ones do you need to be in the office to do and which ones can you get done effectively from home?” Nicole said. “And as long as the work gets done, the work gets done right?” Rather than imposing a one-size-fits-all policy, engage more with employees to understand the unique needs and preferences of each individual and team.
“What are the ideas you have to improve [your role]?” Sean suggests asking. “But it all predicates on an understanding of the results. What are you trying to achieve? And then you have ideas geared towards that.” By involving employees in this decision-making process, you can create a more tailored and effective hybrid work strategy that aligns with both employee needs and organizational goals.
Does Employee Presence Equal Productivity?
The answer to whether employee presence equals productivity is… it depends.
Before the pandemic, managers assumed team members were working because they saw them at work. But productivity isn’t about where employees are; it’s about the results they achieve. “Let’s talk about the work, period — not location,” Jody said. “Time and presence is the old currency at work.”
For many roles, employees can be just as productive working from anywhere — provided they have the right tools, support and clarity around expectations. However, if a role requires being on-site to achieve results — such as working on a collaborative innovation project or engaging in activities that require physical presence — and employees are not showing up, then the issue shifts. It’s not a policy or compliance problem: it becomes a performance issue. Giving employees the choice to decide where and how they work best is key, as long as their decisions align with achieving desired outcomes.
Encouraging employees to come into the office should focus on opportunities that enhance collaboration, spark innovation and foster connection. In-person interactions can lead to valuable conversations, build relationships and ultimately drive change. At the same time, employees should clearly understand the benefits of working in-person for specific tasks while being trusted to decide when remote work allows them to perform better.
This dynamic approach requires managers to rethink how they lead. “Are we clear on what real productivity means for our organization, in each role at each level?” Nicole said. But in many cases, that clarity is lacking, even at the highest levels. “How do we help a manager work with their staff to get clear on the role,” Sean said, “when the role might be not fully clear from the top?” Setting clear performance expectations ensures that leadership, managers and employees align on what success looks like — whether in the office or elsewhere.
To support this shift, invest in training and development programs that help managers focus on outcomes rather than inputs. Teach them how to set clear, measurable goals, provide meaningful feedback and empower their teams to take ownership of their work. When managers are equipped to lead for results, it becomes easier to balance flexibility with accountability, creating a workplace where productivity thrives — regardless of location.
Can Old Ways of Working Engage an Evolving Workforce?
Our reliance on outdated models or “how we’ve always done it” is putting engagement on the line. As the workforce continues to evolve, with younger generations entering the job market, businesses are facing increasing pressure to adapt to their changing needs and expectations.
Younger workers are rejecting rigid, directive workplace norms, Nicole said. Instead, they demand alignment between their work and personal lives, prioritizing flexibility, purpose and meaningful contributions. If employers fail to meet these needs, these employees are willing to seek opportunities elsewhere, she warned. To attract and retain this new generation of talent, you must be willing to embrace a more flexible and purpose-driven approach to work.
The path forward may not be easy, but by shifting your mindset and approach, you can create a workplace that meets the needs of both the organization and its employees. By empowering employees with choice, equipping managers to lead for results, and embracing the evolving workforce, you can unlock the full potential of your workforce and thrive in the new world of work.
To learn more about navigating location requirements, watch the full webinar on demand.
