The pandemic has forced companies to make some bold decisions to move employees out of the office space for good and to work permanently from home. Big banks and tech companies have been on this journey for years; but news this week that Shopify was going to abandon their new 254,000 sq/ft Toronto office for a full work-from-home plan has ignited discussion on the future of the work place. As a leader within the Municipal Property Assessment Corporation for the past nine years as my organization moved 1,700 people through a workplace transformation, my advice for companies looking to shut office doors forever is 'proceed with caution'.Imprudent decisions for short-term gain without carefully considering the long-term pains reminds me of the expression 'don't throw the baby out with the bathwater.' The limited experience of the COVID-19 pandemic as justification for abandoning the workplace altogether can have unintended consequences.We know that remote work is a great alternative when in-person interaction is not feasible. However, the permanent shift should be determined by the business model. What works for us may not work for you.In the fall of 2012, we made the bold statement: by 2016, three in 10 employees will have some form of Alternate Work Arrangement (AWA). We began the journey to Workplace 2.0, the Reinvention of People, Processes and Technology by updating our policies, creating new processes and improving our technology by moving all of our infrastructure to the Cloud. After seven years of investment, our bold decisions paid off: three in 10 employees were working from home and we reduced our footprint by 30%.The challenges we faced in attaining these objectives prepared our organization for today's pandemic, where we were forced to shift 99% of employees to work from home in three days. It was made even more seamless because of the resilience of our workforce and our investments in technology.Each organization has their reasons for shutting their doors based on a few months of remote work: for financial reasons, employee desires, and the way that we work is different. We've investigated all of these reasons. Over the past seven years, we've embraced the movement to remote work and learned six key lessons that suggest a need for a hybrid approach:
- A mix of AWA and working in the office is needed to maintain team culture and camaraderie
- Agility
- Training, feedback and growth
- Community presence
- Mental health and wellness
- Productivity