Para que la gente vuelva a la oficina, hágala social

El 82% de los responsables de la toma de decisiones comerciales dicen que volver a la oficina en persona es una preocupación.

El 73% de los trabajadores dicen que necesitan una mejor razón que solo las expectativas de la empresa. La pregunta es, ¿cuál es una razón convincente para venir a la oficina?

Todavía estamos aprendiendo cómo hacer que el trabajo híbrido funcione correctamente. A partir de la investigación, está claro que fomentar la conexión de los empleados es clave para el nuevo rol de la oficina.

To Get People Back in the Office, Make It Social
Chris Capossela
c.2022 Harvard Business School Publishing Corp.
Chris Capossela is Microsoft’s chief marketing officer and executive vice president of worldwide consumer business. ; (Art note: A photo and an illustration accompany this article.)
From HBR.org

In today’s hybrid world, work is increasingly something people do, not a place they go. There’s no going back to the pre-COVID-19 workplace, so it’s time to rethink the role of the office — for both employees and businesses.

The value of the office is in the people, not the place. The latest <a href=»https://www.microsoft.com/en-us/worklab/work-trend-index/hybrid-work-is-just-work» rel=»nofollow»>Microsoft Work Trend Index</a> research shows that 82% of business decision-makers say getting back to the office in person is a concern. But, after years of zero commuting time and an ability to more effectively manage work-life balance, employees are looking for a compelling reason to venture back to the office — and 73% of workers say they need a better reason than just company expectations. The question becomes, what is a compelling reason to come into the office?

When asked what would motivate them to do this, employees had a resounding answer: social time with co-workers. Leaders must prioritize building and rebuilding interpersonal connections to fuel creativity, teamwork and strong support systems that empower them to tackle challenges. Here are three ways leaders can set the stage for meaningful social interactions:

— STRIP AWAY BUSYWORK: Make connection the top priority for in-person time. No one wants to go into the office to spend the day answering emails and joining video calls. But that could happen unless leaders and managers intentionally grant both the space and the permission for employees to spend that time reconnecting.

Understand that this in-person socializing is not taking away from productivity — it’s fueling innovation, psychological safety, retention and more. To foster and protect connection time, encourage employees and teams to set norms around expected response times while in the office so that being there doesn’t become a blur of overlapping deadlines. To alleviate anxiety around work piling up, consider instituting team meeting-free days or encouraging employees to book and protect focus time so people know they can catch up later. For example, consider meeting-free Fridays.

— CREATE NEW IN-PERSON RITUALS: To support the rebuilding of social capital and team bonds, leaders need to design experiences that bring people together in new ways. Create intentional opportunities for connection, like an extended catered lunch from a popular nearby restaurant to draw employees into the office, or hold quarterly team events that bring all employees together on-site for a series of workshops.

— ACT WITH AUTHENTICITY: What does authenticity look like in practice? It starts at the top. When leaders set the tone for an authentic culture, genuine and empathetic connections can happen. You’ll need to lead by example, using an authentic voice that communicates openness, inclusivity and that you’re there to help people build their social capital. As a leader, I’m always asking myself how I can create a culture and work environment where every employee feels safe to connect on a deeper level, beyond transactional relationships.

We’re all still learning how to get hybrid work right. From the research, it’s clear that fostering employee connection is key to the new role of the office.