A debate seems to have broken out in society about the extent to which it makes sense to bring employees back to the office. Now that the extreme effects of the coronavirus pandemic are gradually subsiding, some companies want their employees to be more present. Is there really a conflict here between two contradictory views?
A recent representative survey conducted by the KÖNIGSTEINER Group and stellenanzeigen.de in January 2024 shows that 31% of employees worked from home less in 2023 than in the previous year. This is a development that can currently be observed in many cases. There are of course reasons for this "back to office" trend, which can probably be found in the regulations of individual companies. But why is it so important for some companies to have their employees back at their office desks?
Is productivity really everything?
There is no clear evidence as to whether productivity is higher when working from home or in the office. The tendency is slightly more towards the office, as the KÖNIGSTEINER Group survey also shows: 39% of respondents say they are more productive in the office, while 29% say the same about working from home. However, productivity should not be the only factor by which the usefulness of working from home is measured. For employees, increased efficiency and ability to concentrate, flexibility and the time saved by not having to travel to work are also decisive factors. This can lead to greater job satisfaction and balance.
This is because observations also suggest that companies that do not offer clear home office regulations risk disqualifying themselves for old and new employees. In this sense, the debate no longer revolves around the question of whether working from home should be an option, but rather the extent to which working from home can be meaningfully integrated into the corporate culture. After all, there are many options between 100% office or home office. The reality is that most companies rely on hybrid working models. At KÖNIGSTEINER digital, we also rely on a hybrid model with clear rules. Two fixed office days per week are combined with three days working from home.
Companies should also ask themselves to what extent they trust their own employees? If you don't do a good job at home, you probably won't be a strong driving force in the office either. In the best case scenario, there should be an open exchange between employees and managers.
New rules are being established in the competitive labor market, in some cases at breakneck speed. If employers do not react accordingly, they will find it difficult to compete for skilled workers in the medium term. One way to motivate employees to work from the office more is to offer specific incentives. These can be financial benefits such as an allowance for travel costs or meals, but also social occasions such as team events. Attractively furnished offices where employees can concentrate and work comfortably can also be a factor here.
Working from home has already established itself as an integral part of the modern working world. Companies now need to find a balanced approach that ensures productivity without patronizing employees. This requires clear regulations and an open approach to current developments on the labor market.
