As the trends shift back towards in-office work, many employees find themselves facing a challenging transition after years of remote flexibility. Jason LaCroix, a senior systems engineer living in Atlanta, is one such worker who appreciated the option to work from home while going through a difficult personal time with his son, who experienced a severe brain injury. For quite some time, LaCroix managed to balance his career alongside his responsibilities as a father, but after losing his job last February, he is now required to commute for three hours daily and be in the office four days a week. “I want to be around for my kids,” he reflects, emphasizing the importance of family in his life.
Like LaCroix, thousands of workers are currently grappling with the expectation of returning to the office full-time as the workplace dynamics evolve heading into 2025. Following the pandemic, numerous firms, including notable companies such as Amazon and AT&T, are mandating that employees return to the office five days a week. Even government employees are facing pressure, as officials demonstrate a strong stance on enforcing in-person attendance.
Mark Ma, an associate professor of business administration at the University of Pittsburgh, highlights the ongoing desire for workplace flexibility amongst employees. Research conducted by Ma indicates that companies forcing employees back into the office have faced high turnover, particularly among female staff and senior executives, who often carry family responsibilities. Many individuals have adapted their lives to accommodate remote work, discovering that they can manage both personal responsibilities and professional obligations from home.
To successfully navigate the impending changes, workers need to explore their options and communicate effectively with management. Seeking flexibility is key; Ma suggests that an employee-choice model could benefit teams by allowing them to collectively determine their in-office schedule. For those unable to fully support that approach, modifying work hours could be beneficial. For example, LaCroix leaves home early to avoid traffic and ensure he is home in time for his children after school, leveraging his employer’s flexible approach to hours.
However, not everyone feels comfortable confronting management regarding personal circumstances. Some individuals have resorted to secretive practices, like “coffee badging”—a method where employees swipe their ID badges at the office, enjoy a quick beverage, then continue working from home. Such actions are often a response to the pressure of maintaining valuable talent, with some supervisors discreetly swiping badges for their team members to create the illusion of presence in the office.
Honesty remains essential in interactions with employers. Amy Dufrane, CEO of the Human Resource Certification Institute, advises employees to openly discuss their needs, as many organizations provide valuable support resources for family care, which might otherwise go unnoticed by employees.
For some, working on-site poses significant challenges due to medical conditions. Kyle Ankney, a public relations strategist, faces complications because he relies on a nurse for necessary daily care, making an office setting impractical. Acknowledging these realities, Ankney has reached out to companies about the possibility of remote work, even when applying for roles initially labeled as on-site.
Choosing the right path can prove difficult in a competitive market where remote roles can be scarce. Individuals like attorney Holly Keerikatte have navigated this landscape, weighing job offers based on the balance between family needs and career advancement opportunities. Opting for a fully remote position over one with a demanding commute, she emphasizes the importance of placing family first.
Amidst the pressures of returning to an office environment, there are opportunities for connection and collaboration that can arise. Employees can build friendships and engage in discussions that lead to innovation. Organizations can facilitate this transition by organizing events that foster employee interaction and cultivate a cohesive atmosphere.
Ultimately, facing the prospect of returning to the workplace can lead to both challenges and new possibilities. The chance to strengthen professional connections in an office setting can bring invaluable benefits, creating a workplace that is both enjoyable and productive. As employees adjust to these changes, focusing on the positives can help smooth the transition back to in-person collaboration.
