Dr. Frank Dobbin of Harvard University researched why DEI efforts have failed over many decades. In short, he found that people do not like being forced to do things. In response to being sued for discrimination, many companies made DEI training their solution and forced everyone into a class. This only created resistance. A collective “You can’t make me” attitude was adopted, resulting in fewer successful efforts or initiatives.
Consider the outcome above when thinking about employees being forced to return to work after successful remote work may have similar outcomes. It’s safe to assume that many will reject the offer and look for other employment. While that is not the action taken by the majority, as most need their jobs in the immediate, it doesn’t mean that they won’t begin the process of moving on. I conducted research years ago that revealed that there was a psychological contract formed for those working remotely. When revoked, the employee’s loyalty was to the benefit of being able to work remotely and not the company. A company’s ability to retain those employees may be limited to the time it takes them to find a new job. The landscape of today’s employment is clearly different than it was in the early 2000’s and there are other companies to consider. People want to choose things for their lives that work. It’s only fair to acknowledge that connecting in person and engaging with teammates and colleagues has great value. However, the frequency needed to realize this benefit differs for each team and each person.
As businesses consider what is important for the organization, they will need to apply strong change management approaches that will require more than just a mandate from on high. How do you define the need for the change? How will you communicate that need? How will you do this in a way that helps all constituents find the value in the change? Employees have already found the value in working from home. Helping them to understand, buy-in and experience the value of being back in the office for themselves is the work of the leaders.
A starting point for leaders is appreciating that creating this kind of change is significant for employees. Many have made significant life adjustments with the newfound flexibility and are not so interested in losing that flexibility. It would be analogous to moving home after college and losing the freedoms that came from living on campus. Often, the returning adult doesn’t return for long if the old rules apply. Leaders have got to look at this issue from all sides – why is it the best thing for the company for employees to return? Why is it a challenge for employees to return? How can we achieve the most of what is sought with the least disruption to employee’s lives? And finally, tell the entire truth about why the change. People are smart. They can smell the truth when it’s present and corporate gobblely-gook when non-truth is leading the way. People can handle the truth even when it is not what they want. There is respect and trust in offering the truth. And what they say is true – you get what you give.
Dr. Lisa
Our theme song is “Change” by Taylor Swift.