In the post-pandemic era, various aspects of life have returned to normal, such as movies, vacations, and school for kids. However, the world of work remains a challenging and complex area to navigate.
Since millions of office workers were sent home three and a half years ago, companies, employees, and governments have been trying to adapt to the lasting changes in the corporate world. Across continents and cultures, stark differences have emerged, with Asian and European workers returning to offices at a faster pace than their counterparts in the Americas.
Asian nations managed to control the spread of Covid-19 better in the first year of the pandemic, resulting in workers there being less accustomed to remote work and finding it easier to transition back to office life. In Europe, the scenario varies widely with countries such as the UK having high rates of remote work, while others like France have low rates. Several European countries have also enacted laws to ensure flexible work schedules. On the other hand, the US has remained largely silent on the issue, leaving companies and employees to figure things out on their own.
Companies such as Amazon and Zoom are now pushing for employees to return to the office at least part of the week, but policies regarding office return can vary significantly depending on the company, managers, or location. Goldman Sachs wants employees in the office five days a week, while other companies like Walt Disney, Amazon, and Google are adopting hybrid schedules. These differences in policies have now become the norm in the world’s largest economy.
The return-to-office (RTO) process has been chaotic, with uncertainties about the role of offices, work-life integration, and productivity measurement. The economic consequences are significant, with estimates suggesting that pandemic-related shifts could result in a $1.3 trillion decline in real estate value in major cities worldwide by 2030.
Many experts believe that returning to the way things were before is not feasible or desirable. The workplace has fundamentally changed, and leaders need to adapt to this new reality. Band-Aid solutions have been used to prevent disasters, but more work needs to be done to ensure that the way we work benefits everyone.
Cultural and structural factors influence return-to-office
Remote work adoption has varied across regions and cultures. While the US has embraced remote work more than other regions, a significant number of American workers cannot work remotely due to their job nature. Japan’s largest lenders do not enforce a minimum number of office days per week, unlike their counterparts on Wall Street. European companies, like Unilever, offer flexibility to desk-based workers and have piloted four-day workweeks in some countries.
Different cultural and structural factors contribute to these regional variations. Some regions have stronger expectations of employees coming into the office, while others have reliable public transportation systems that make commuting easier. The size of homes also plays a role, with larger home offices in the US reducing the perceived need for office work. In places like Hong Kong, tiny apartments and an efficient public transport system make remote work less attractive.
Work-from-home acceptance and prevalence are generally higher in the US due to the prevalence of technology, finance, and business-services roles that are computer-intensive and conducive to remote work. Studies have shown that Americans in tech, finance, and professional services work from home more compared to those in government and health-care roles. On the other hand, remote workers in India have been found to be less productive.
Workers in Europe and Asia place a higher value on social connections with colleagues compared to Americans. The workplace environment plays a significant role in their preference for in-person work. Cities also impact work culture, with European cities being more walkable and fostering a better work-life balance compared to isolated office spaces in the US.
Divergent office demand and implications for real estate
These differences in return-to-office approaches have disrupted the commercial real estate market. Cities heavily reliant on office spaces, like New York and San Francisco, have experienced a decline in demand and office attendance compared to cities like Paris and Munich. McKinsey estimates that the value of office buildings in major cities could decline by $800 billion to $1.3 trillion, depending on the scenario.
Cultures that prioritize office attendance, such as in Asia and some European countries, have seen higher levels of office occupancy. Germany, for example, has 43% of its workforce spending four or more days in the office. Loyalty to employers is stronger in Japan and South Korea compared to the US.
Legislative efforts and the right to disconnect
European countries have taken legislative action to shape the future of work and promote flexible arrangements. Several nations have passed or proposed laws governing remote work, influenced by the European Union’s “right to disconnect” proposal. This proposal grants EU employees legal rights to switch off from work-related tasks and electronic communication outside of normal business hours. Countries like France, Spain, and Belgium have already enforced this policy, while others, including the Netherlands and Ireland, are considering similar legislation.
The right to disconnect is not limited to Europe, as governments in Colombia, Canada, and Kenya have also passed similar measures. Some countries, like the Netherlands and Ireland, have gone further by establishing the legal right to work remotely. Employers in these countries are required to consider employee requests for remote work as long as it is reasonable and fair.
The impact of remote work on digital nomads and changing preferences
Remote work has sparked a rise in digital nomads, who work from different locations and at unconventional times. During the pandemic, cities like Lisbon became popular destinations for digital nomads due to favorable tax rates, affordable real estate, and flexible visa options. However, changing circumstances and the end of certain visa programs have led digital nomads to explore other locations, particularly in Asia.
The changing workplace and the road ahead
Leaders and companies must acknowledge that the workplace has changed permanently and cannot return to the pre-pandemic norm. Office occupancy rates have plateaued at half of pre-Covid levels in the US, and work is no longer tied to physical locations. A survey by the Federal Reserve Bank of New York found that business leaders understand the permanence of remote work, even if they have concerns about its effects.
As we move forward, it is crucial to embrace the new reality and find ways to make remote work beneficial for all. Simply reverting to traditional office attendance policies is not a solution. The workplace landscape has transformed, and leaders must adapt to drive productivity, foster innovation, and promote employee well-being.
