As companies grapple with “Return to Office'' (RTO) plans, Pursuit PR is continuing our “work from wherever” (WFW) approach. This means that we may work from any setting and in any location.
Since our founding four years ago, we have always described our mindset as WFW versus WFH because we want to promote a culture of accountability and flexibility. The WFW approach is inherently built on respect, and it requires an alignment on values and clear standards of performance. With WFW, our team has scaled through a virtual network of specialists across the world. We believe that with proper communication, work outside of a traditional environment is fruitful for both the company and its team.
The “Great Resignation” appears to be a reflection of a growing appreciation for the fleeting nature of life. The pandemic underscores how health, “free” time, compassion and self empowerment are simply too important to sacrifice. The WFW way is only possible when there is a shared commitment to mutual trust and respect from all parties. With it comes freedom and joy to live and work based on your needs and wishes.
But as the RTO takes shape, will we see real progress with human needs and wants more at the core of corporate culture?
One may hope, but we anticipate growing pains.
Will everyone be aligned on the in-office versus home schedule? When safe, there is still an opportunity for and benefit of “in real life” (IRL) interactions, but they need to be more deliberately scheduled and defined. After the sudden shift to virtual, it is simply unrealistic to expect everyone, especially at larger organizations, to maintain synchronized schedules. One workaround strategy may be for departments to have the flexibility to customize their in-office versus in-home days.
How will “in-office” work be defined? Despite the best intentions, there may still be challenges in defining what truly warrants an in-person meeting. Will people be in a conference room thinking, “this could have been an email…or an audio-only call …or I could have saved time commuting and participated from wherever I want to be.” For a variety of reasons, some cannot wait to return to the office while others prefer to go only when it is absolutely necessary or occasionally. A universal one-size fits all method is unlikely.
Prior to COVID, our WFW embraced IRL experiences for client relationship building, strategy workshops or TV interviews. For our team, IRL would focus on forging stronger connections over a meal or a sporting event without exclusively discussing work. We had a shared understanding of why we were gathering in-person versus over the phone, email or online chat.
Will WFH be confined and defined? The concept of WFH needs to be defined. During the height of COVID, everyone was literally home. But as we anticipate relief, “home” could look like a plane, train, car or hotel. Will an employee be “permitted” to WFW such as the home of a family member, en route to a long weekend, etc.? Hopefully, the experience of WFH has reminded us how to better respect the communications preferences and boundaries of the team.
How will “at home” communication evolve? Similarly, there have been reports of video call and chat fatigue. Will this continue in a hybrid model? Or will people be able to step away from the screens or take a walk and talk to reinvigorate their energy and creativity?
Whenever the RTO happens, there will be an inevitable adjustment period. It will be important for leaders to be prepared to field these types of questions. The more employers initiate open dialogue, the more employees will feel confident to raise their ideas and concerns, many of which are likely shared.
Optionality for a new way of work is long overdue. With humility and collaboration, we can bring humanity back into the office - or wherever.