Be Seen

JP Morgan has become the latest organisation to ask all senior staff to return to the office five days a week. In a memo to staff, their senior leaders have been told they play a critical role in reinforcing culture and running the business.  

This is true. Leaders do play that critical role. 

JP Morgan is not alone. Lloyds of London now want colleagues to return on Mondays and put an end to only spending Tuesdays, Wednesdays, and Thursdays in the office. 

People returning to the office are helping the commercial property market. 

Great Portland Estates said this week that it has signed £55.5mn worth of new leases in the twelve months to the end of March. This was a 44 percent increase on the previous period, at rents that are 3.3 percent higher than a year ago. 

Does this signal the death of hybrid working? I would not bank on it.  

Hybrid and flexible working has opened the door to many opportunities for people with caring responsibilities. It has changed where and how we live, given accessibility to those with disabilities, and widened the pool in the talent shortage.   

One of the busiest stations in Britain, Waterloo, was deserted today after a signal failure prevented commuters from traveling. Working from home when the transport network has let us down has been an enabler for business continuity. 

Time saved by not commuting is on average 73 minutes in the UK and according to the National Bureau of Economic Research, a lot of that time benefit goes back to the employer.   

Visibility and rapport are vital for client relationships. But this can be achieved in many different ways. 

Work was not working for everyone. Insisting on physical presence five days a week could be the catalyst of a two-tier work force where those that can go in will be seen. Those that can’t are more likely to miss out on opportunities.  

It is challenging for organisations to navigate the evolving hybrid boomerang. Listen to your people and do not be rigid with solutions.