Employers need to think hard on flexible working: Rashmi Dubé
In a landscape where innovation and agility are key to navigating a shifting economy, companies are wrestling with how best to encourage creativity and collaboration while addressing the desire for flexible work. As many organisations call workers back to the office, a paradox emerges: while they need the spontaneity and cross-pollination of ideas that in-person work can foster, they face resistance from employees accustomed to remote setups. In addition, there is a growing segment of the workforce that has never experienced office culture, having begun their careers during the pandemic. This cohort has little to no frame of reference for in-office expectations, adding another layer of complexity to the challenge.
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Hide AdAs companies call their employees back, they often cite the value of in-person collaboration, especially for teams working on complex or creative projects. The spontaneous ideas exchanged in hallways, the quick side conversations, and the hands-on brainstorming sessions can be hard to replicate virtually.
According to a recent study, creative problem-solving is perceived to be more effective in person, where teams can quickly pivot and iterate on ideas. I personally have found this this be easier in person.
However, some employers still equate “flexibility” with simply allowing employees to work remotely, not fully understanding that flexibility also entails offering options for when, where, and how work gets done. For some workers, flexibility doesn’t just mean working from home; it means having the freedom to determine their own schedules or to choose a hybrid setup that best fits their lives. RTO policies need to consider this aspect. Companies that once promised employees greater control over their work-life balance now face backlash for mandating office returns.
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Hide AdA distinct challenge lies in onboarding new employees who started their careers remotely and who have never set foot in an office. Many young professionals entering the workforce after 2020 have been shaped by a remote-first experience,
where digital tools have largely replaced in-person mentorship, socialising, and collaboration. These workers may not fully grasp the value of face-to-face interactions because they’ve succeeded without them.
For these workers, a forced RTO policy could feel like a step backward. Not only are they unfamiliar with traditional office culture, but they may also lack the skills to navigate its unwritten rules, from managing impromptu meetings to understanding the nuances of body language in professional interactions. As companies urge this remote-first generation into physical office spaces, the companies may need to consider offering more guidance than previously required. The learnings to be gained however from both sides of the fence would be hugely beneficial.
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Hide AdFor one, organisations can start by rethinking what flexibility means and exploring a hybrid model that allows both experienced and new workers to adjust. For instance, establishing clear policies on which days or tasks require in-person attendance and which can be completed remotely allows employees to feel that their time is respected. Embracing a results-oriented approach rather than enforcing rigid in-office hours could also mitigate some of the frustrations around mandated office presence. This of course depends largely upon the sector.
Creating a productive hybrid work environment requires a deliberate and transparent approach. Employers should evaluate which activities genuinely benefit from in-person collaboration and which can be effectively carried out remotely. For example, brainstorming sessions and team-building activities may benefit from face-to-face interactions, while routine check-ins and independent work can often be conducted online.
The benefit of flexbility also lies with the companies. It gives them an opportunity to tap into a wider talent pool. As organisations call employees back, they should be prepared to redefine what success looks like in a hybrid world. Rather than adhering to old metrics of productivity, companies might consider measuring performance based on outcomes and the quality of work produced.
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Hide AdSo what of the next steps? There is going to be a push-and-pull between the need for creativity and the demand for flexibility which will continue to shape the post-pandemic workplace. Companies that approach these challenges with empathy and a willingness to adapt are likely to be the ones that thrive.
For today’s workforce, returning to the office shouldn’t feel like going back in time—it should represent a new chapter in the way we work, collaborate, and innovate together. The key lies in listening, iterating, and building a workplace that acknowledges the needs of both remote-first and seasoned professionals. Only then can companies harness the full creative potential of their teams while embracing the flexibility that’s now essential to modern work culture.
Rashmi Dube is a litigation and business adviser with experience as a lawyer and entrepreneur.
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