What do current statistics reveal about employees and remote work? One study indicates that 98% of workers wish to work remotely at least some of the time. A McKinsey & Company study has found that the largest group of remote workers falls between the 24 and 35 age bracket. Another study found that 58% of employees would consider looking for a new job if their current employer didn’t offer remote work options. Finally, a Gallup study claims that 35% of remote employees feel more productive when working remote. This data suggests that employees are indeed hesitant to return to full-time office work.  

Let’s go into the reasons behind this reluctance. Here are four reasons or factors contributing to this resistance: 

• The commute to and from the office.  

Commuting costs time, energy, and money. Essentially, it is a form of unpaid work. While you must commute to reach your workplace, you are compensated for those hours or reimbursed for commuting expenses. 

• The lack of flexibility in office work. 

During the pandemic, we adapted to living, working, and playing within our homes, discovering ways to balance work with life. We could do our errands during the day and take work calls during the evenings.  

However, returning to the office makes it challenging to maintain this routine. We can’t do errands while at work—yet some of us are expected to continue working long after leaving the office. Employees find this situation unfair and unsustainable. 

• High cost of childcare 

The high cost of childcare is a major concern for many parents. Many primary caregivers could balance work and childcare from home during remote work. However, with mandates to return to the office, they now face the need to arrange for childcare, which is often costly. 

• Negative work environments 

A toxic work environment can discourage employees from returning to the office. Why would they expose themselves to workplace toxicity when they can work productively and peacefully at home? 

It’s worth noting that remote work has its downsides, which employees recognise. While platforms like Zoom and Microsoft Teams have facilitated online collaboration for remote teams, some employees prefer in-person interaction. Others may experience feelings of isolation and loneliness when working remotely. 

So how do we address this issue? There is a middle ground, a practical compromise that meets workers’ needs for flexibility while providing opportunities for team collaboration. 

The future of work lies in the hybrid work model. A PwC study exploring the future of work found that while remote work boosts productivity, there are advantages to returning to the office. Their research indicates that remote work is ideal for deep, individual tasks, and those who benefit from independence and fewer office distractions. Whereas the office is more suited for collaborative efforts. 

The key factor is flexibility, which involves giving employees choice and control over their work. Instead of emphasising on workplace visibility, managers should focus on contribution and output. Hybrid work strikes a balance by incorporating the principles of the self-determination theory. I’ve covered this theory extensively in previous videos. You may refer to the following videos here, here, and here to learn more. 

The self-determination theory states that intrinsic motivation drives employee productivity because they find their work inherently fulfilling. This intrinsic motivation stems from meeting three fundamental psychological needs: autonomy, competence, and belonging. Hybrid work can fulfil these needs. 

Flexible work arrangements cater to employees’ desire for control over their work and environment, enabling them to plan and work effectively. Thus fulfilling the need for autonomy.  

Employees thrive when they feel capable and effective in their roles. Flexible work arrangements allow them to manage their time and energy and allocate their resources based on priorities. Successfully tackling tasks boosts their confidence in their abilities, addressing the need for competence. 

Finally, employees need to feel connected and that they belong. A balanced mix of in-person and online collaboration offers a middle ground, allowing employees to contribute meaningfully without being distracted from their individual responsibilities.  

Understanding why employees resist returning to the office is crucial to developing strategies that align with their motivations. By applying the principles of self-determination theory, businesses can create a work environment that respects employee autonomy, fosters competence, and builds a sense of relatedness. This approach addresses resistance and lays the foundation for a more engaged, productive, and satisfied workforce.