Artwork: Braked, Martin Gee
Last month, after the departure of several high-level executivesApple came back its three-day-a-week back-to-office policy, which was due to come into effect at the end of May. The company cited the growing number of COVID-19 cases, but the real reason, it seems, was simply that employees didn’t want it. (They’re still required to come twice a week, which makes COVID a pretty weak excuse for the policy change.) Apple is just the newest and most high-profile company to find out that the office week of three days – which seems eminently reasonable middle ground for which proposals were widely circulated last year, and which was subsequently championed by Mayor Eric Adamsoffice owners and CEOs everywhere – is, in practice, kind of a flop.
“Many companies that had grabbed headlines by standing firm on their return policies have backed down,” said Elise Freedman, head of workforce transformation practices at Korn Ferry, which helps companies coordinate their plans to return to work. “It’s a very interesting situation. There is no single answer, no silver bullet. No matter what you do, it won’t work for all employees. Even financial firms, perhaps those most passionate about back-to-work policies, have mostly relented, resigning themselves to a hybrid future that in many cases has stalled on two-day-a-week recalls. Only Goldman Sachs seems to be holding up.
What makes the three-day week so unconvincing? For some employees, it’s the fear of COVID, but as many people have pointed out, the virus does little to deter most of them from doing anything else. “People are at dinner, at the cinema, they are there. People are learning to live with COVID,” Freedman said. “What they liked was the flexibility.” And while virus variants and power surges have been a useful excuse for companies to save face after worker revolts, it’s now clear that the waves of COVID will likely continue to hit, so we’re heading, at a point in time, towards a return to – work account. Businesses will either have to call everyone back despite the virus or waive a mandatory return.
At the moment, however, we’re in a waiting pattern, largely resigned to some sort of hybrid model, the specifics of which are muddy, with return dates continually pushed back. The New York Time, slated for a hybrid return in early June, has since postponed its plans in the face of rising case numbers. “We have suspended the start of our planned return-to-office phase until conditions improve. We are closely monitoring public health trends and directions and look forward to beginning a broader and gradual return as conditions allow,” a company spokesperson wrote.
At New York, only 8% of workers are in the office five days a week, according to the latest Partnership for New York City survey. Seventy-eight percent of workplaces have adopted a hybrid model, up from 6% before the pandemic. “It’s a complete turnaround. It’s quite revolutionary,” Kathryn Wylde, President of the Partnership, told in New York Time. “Employers came kicking and shouting at this position. They are not happy. Currently, 38% of New York office workers are at their desks on any given weekday, a number that is expected to rise to 49% after Labor Day, according to the Partnership. But we’ve all heard overly optimistic return forecasts.
There are exceptions. Tesla just ordered everyone back to the office a minimum of 40 hours per week — not “a pseudo” remote office, as a later note to employees clarified. Google recently introduced a three-day week, after his first three attempts to call back the workers did not take. But unlike Apple, Google will allow some employees, with the blessing of their managers, to work remotely indefinitely — a loophole that, in theory, at least, serves as a release valve for dissent. (They can also work from anywhere, but will have to take pay cuts if they move from “premium plus” cities like New York and San Francisco to cheaper parts of the country.) company would also like to implement a flexible model where employees decide on upcoming days each week based on what they need to do, according to Fortune, which sounds like a good idea, but is much harder to manage – and enforce – than a set template. And so far no one knows if this experience will actually stickas Fortune underlines: “Of all the possible configurations of this new world order, the hybrid is by far the most difficult to implement. We know how to work from an office, and the past two years have taught many of us how to do our jobs from home. But we have yet to prove that we can maintain a balance that is somewhere in between.
This is because it raises so many messy questions. Do companies require different teams to show up on different days? Leave all that to the staff? The latter seems like a good way to attract reluctant workers, but it also means that their experience in the office will vary and possibly feel unnecessary. “If you let people choose for themselves when to come, they tend to choose Tuesday, Wednesday and Thursday, so the offices are full on those days and empty on Monday and Friday,” Freedman said. . “The people who come in then say to themselves, ‘Why am I here? I’m on Zooms all day.’ If you want people to come back, it has to be clear why they’re coming – it has to be, ‘We’re here because we’re working together’. Not “because we want to make sure you work”. At the same time, it may seem unnecessary to be forced to go to an office when you know you have a day of Zooms anyway.
As many returnees have also discovered, after years of working in a corner of the bedroom, it can also be difficult to get the job done. at work. Jay Carter, who works in marketing for a designer lighting company that has a three-day-a-week office policy, said that after every COVID-related shutdown, “having to reacclimate is inconvenient. After work lulls at home, me and my coworker, we’re both talkative people, and we’ll want to shoot shit all day. Now that we’re more cohesive, we’ll just talk for five or ten minutes. Carter said he liked to go three days a week – variety is nice – but added that it can be difficult as the rest of the city has not yet resumed regular office hours and everything in Manhattan seems to close early He had to change gymnasium because his old one doesn’t stay open late anymore.
Above all, after more than two years, working from home is no longer new and people have found new routines that they do not want to change. Last year, Jeffrey Beers International, a design studio in the Financial District, required all employees to return five days a week. In May, the company reduced it to three days, from Tuesday to Thursday, to avoid losing staff to more flexible companies. John Henderson, managing director, believes that because the company has been easing rather than tough, the changes have been positively received. “It was a pretty easy transition for us I think because we took a tough stance from the start,” he said. “When we canceled it in May, it was like, ‘Yippee, we’re going to work two days a week from home.'” A lot of big tech companies, he added, had been “far too lenient with back-to-work policies pushing dates back until they lose credibility with employees, who are now refusing to return – a situation he says will ultimately hurt the workforce beginning work.
The thing is, if companies could get workers to start going back to the office part-time again, if it hadn’t turned into a battle of wills, workers might find that, at least to some extent, they like that. Howard Abrams, a mortgage underwriter, started with a mandatory two-day-a-week yield in July 2020, which the company has since increased to three. His company, he says, was considerate enough to ask people if they liked the days they had. He is at home in Park Slope on Mondays and Tuesdays, when he can take care of alternate parking, which means he can use his car on Sundays without worrying about parking, and enjoys seeing his colleagues Wednesday through Friday. , mixing his midday walk and his work out of a spacious office rather than an apartment. But, he adds, “I would never want to go back to five days. I wouldn’t be happy.
What workers seem to want, more than luxurious servicesfree lunch, or even Lizzo concertsit is to know Why they return after years of demonstrating that they can do their job very well from home. They want justification for the sad office shit, all the hours wasted commuting, wearing work clothes. (Those early days in hard shoes can be a real wake-up call.) Many of them aren’t sure if these things are outweighed by the fun parts of office life: the energy, the community, the banter, and gossip. Or if there will even be fun parts of office life again, with hybrid planning and COVID. For workers to accept a three-day work week, the office must feel something like before they left. It’s not just a physical space, the design specifics of which are, ultimately, irrelevant, but somewhere essential.