Office or remote? Give workers a greater sense of purpose, wherever they are

A balanced approach that respects individual autonomy while sharing the same goals as the company is essential.

- Narita Cheah

As companies like Grab, Starbucks, and Amazon introduce mandates forcing employees back to the workplace, they face a complex balancing act. That is, how to blend return-to-office edicts with workers' growing desire for autonomy, now that they have experienced the flexibility of working from home.

This balancing act is all the more difficult given how work has changed since the time before Covid-19 and keeps on changing. Today's workplace isn't just a top-down structure, but increasingly resembles a two-way street, where employee voices are recognized, and company goals are transparent.

This evolving psychological contract prioritizes employee well-being alongside the objectives of the organization they work for—hopefully fostering a work environment where companies and their employees can achieve success together.

Yet, some employers remain resistant to the opportunities offered in the new hybrid environment. They want staff back in the office where they can see them. Common reasons given by those pushing for strict office mandates include concerns around productivity, accountability, and remote management challenges.

The issue takes on new urgency with the fact that all employers in Singapore must fairly consider formal requests from employees for flexible work arrangements from this month, under the new Tripartite Guidelines on Flexible Work Arrangement Requests.

However, many bosses still see a physical presence as a simple way to ensure productivity and alignment. I'd like to tell them that the hybrid model can work as long as employees are given a greater sense of purpose.

Without a culture of what I call "autonomy," their rigid approach risks disengaging employees who value flexibility as a vital part of their work-life balance.

WHY BEING FLEXIBLE MATTERS