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Are you struggling to implement a hybrid work policy?

Every conversation I have about this issue goes something like this: “We decided to call people back into the office three days a week. We thought we were being reasonable by trying to find a balance between their desire to stay home and needing them in the office. But instead of agreeing, they asked ‘Why?’ In other words, what will you have us doing in the office that we can’t do at home?”

Then some of them go on to complain about the cost of gas, the commuting time and the disruption to the routines that they’ve established while working remote. Now we’re in a quandary. How do we enforce an expectation to come into the office when we’re having trouble justifying it?

Does this sound familiar? Maybe you and your organization have been facing the same kind of resistance. Well, here are three essential steps for getting ahead of this challenge:

Number one, gather input before making the decision. That may seem obvious, but I’m surprised at the number of managers who have not. Organizations are not democracies, but it is important to let people know you are considering their concerns. Look for patterns in their feedback. You may find that most of the resistance is coming from just a few people. If so, meet with those individuals to determine their specific concerns and hopefully find a mutually agreeable solution. But don’t let these loudest voices derail your larger decision.

You might convene one or more focus groups of people who represent different parts of the organization. I’ve listed five questions below that will help spur the conversation. Once again though, look for patterns in what they say and watch out for the “totally remote or I’ll quit” people. They don’t represent the larger workforce.

Number two, explain your decision in a reasoned and consistent fashion. Define why it is essential that people return to the office. Remember, you may have to convince a good portion of them. If you don’t have solid reasoning, they may show up for a time — while they are looking for another job. But if they see that you are trying to balance the health of the organization with their needs and concerns, they’ll be more likely to buy in. Prepare reasoned responses for the obvious questions including, “What will I be doing in the office that I can’t do at home?” And “Why three days and not two or one?” and “Why do I have to come in when others don’t?” It’s better to anticipate these issues than to be caught off guard.

Deliver the decision in a consistent manner. Prepare a video that explains your reasoning. Show empathy for the stress this may cause some. Educate them on why you need them in the office. Contact me and I can refer you to some good research on why gathering in the office is important to the health of the organization. If you make the announcement live, such as on Zoom, be sure to record it so those not present will hear exactly the same explanation.

Number three, stick to your decision. No matter what you decide there will a few people, maybe more than a few, who will be unhappy. When they express concerns, refer them back to your reasoning. In a couple of cases, someone might have a legitimate concern that warrants an exception. But be careful not to let exceptions become the rule and carefully document your reason for making the exception. This will discourage people from thinking you’re showing favoritism.

Once again, gather feedback and concerns. Then develop and implement a well-reasoned policy. Finally, enforce whatever you decide consistently.

Ask These Five Questions in a Hybrid Workplace Focus Group

1. What are your thoughts on returning to the office?
2. If you have concerns about doing so, which is the most important?
3. Recognizing that collaboration is essential to an organization’s creativity and decision making, how can we best balance those needs with the needs and concerns of our employees?
4. What suggestions do you have to implementing a return to the office that addresses the needs of both the organization and the people who work for it?
5. What would you consider a reasonable timeframe for implementing this policy?

MANA welcomes your comments on this article. Write to us at [email protected].