“Very often, how things worked in practice depended on which team you were on. Different line managers were allowing or not allowing different things. This ‘figure it out for yourselves’ was being sold as demonstrating openness and flexibility. In reality, the lived experience is much more problematic.
The study quickly established that performance is one thing that has never been an issue with either remote or hybrid working. Companies performed well during the pandemic and had the sales, profitability and employee retention data to prove it. “What united the companies we interviewed was the universal absence of data to define or evaluate these issues,” Dr Andreeva says. “Instead, senior management teams relied on their own perspectives, and often their own biases, to develop standpoints and policies around each. We were unable to elicit a clear definition of company culture or understand the specific ways in which it was supposedly being impacted by the shift to remote work from most of the senior people we spoke to.
The tussle between employers who want staff back in the office and employees who don’t want to go back is ongoing, and the study adds weight to the view widely held by employees that their bosses simply haven’t given them a good enough reason to return.
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