5 things people hated about the office to begin with
Many organizations are focused on making the office the place people want to come back to and both the way they work as well as how they work since leaving has changed. But while we are focusing on trying to address all these new needs, it is important not to forget about the things people disliked about the office before they left.
These pet peeves most individuals had the liberty to address in the personal spaces they created in their home environments, and we should not forget to address them when designing for the future if we want to be successful at getting them back into the office.
‘It’s hard to put the genie back in the bottle’
I asked ChatGPT what the 5 biggest issues people had with workplaces prior to the pandemic were and the response I received should not surprise anyone.
- Commuting: The daily commute to and from work was often cited as one of the most stressful and time-consuming parts of the workday. Long commutes in heavy traffic or crowded public transportation could lead to frustration, anxiety, and a loss of valuable time.
- Office politics: Workplace politics, such as gossip, favoritism, and power struggles, can create a negative work environment and cause stress and tension among employees. Many workers feel that office politics can be a major source of distraction and can hinder productivity.
- Distractions: In an open-plan office, it can be difficult to concentrate due to noise, interruptions, and distractions from colleagues. Many workers reported that they struggled to stay focused on their work, particularly when they were trying to complete complex or challenging tasks.
- Lack of flexibility: For many workers, the traditional 9–5 office schedule doesn’t provide enough flexibility to balance work and personal life responsibilities. Employees with caregiving responsibilities, for example, may find it difficult to work fixed hours and may need more flexibility to manage their schedules.
- Lack of autonomy: Some workers feel that they have limited control over their work and are unable to make decisions independently. This can lead to feelings of disengagement and dissatisfaction, particularly among those who value autonomy and independence in their work.
While other frustrations may have been introduced, it is easy to see how a shift to working from home (or a 3rd place of their choice) solved virtually all of these for individuals they affect.
The commute was gone, the water cooler gossip disappeared, (once schools reopened) most people who it may have been a problem for could work distraction free. People had more control of their lives and felt more empowered to work in a way that fit their needs, and not on the 9–5 schedule with their boss looking over their shoulder.
So, while making hybrid workplaces that are highly functional and attractive to people to return to is paramount, we also need to keep in mind we are asking people to return to an environment they likely had issues with to begin with. It is hard to put the genie back in the bottle as they say.
I am of the strong belief that this is one of the major reasons we see people willing to sign up for hybrid work, where they are in control of timing and volumes vs situations where it is dictated.
As we can see in the December 2022 data published by JLL Research and NBER, the gap between employer and employee expectations for time in the office continues to converge, with employers averaging 2.8 days and employees averaging out at 2.3 . But mandates and directives on days and times conflict directly with 2/5 of the issues people had with the office to begin with. For some, it may well be the feeling of loss of autonomy and removal of the work life balance they have regained is enough for them to dig their heels in.
As I continue to reiterate, the workplace is about people.
To get people to return in the numbers many executives are hoping will require more than a mandate and a shiny new café to be successful. You must be prepared to address the issues people had before. Sending people home solved many of them. You must now work a way to a happy middle ground if you want the best and brightest talent you have to increase their re-engagement in the physical workplaces you have today and will build for the future.
