My first job out of high school and during college was working as a secretary in a social services agency. I punched a clock and was expected to be physically present at my desk during set times. This in-office arrangement was the norm at various jobs during my early career, but when I subsequently had roles that involved travel, I learned that I could be productive and happy working almost anywhere: in airports, hotel rooms or coffee shops. 

For many leaders, the idea of a traditional office environment abuzz with people working 9 to 5 is what we grew up with, and often we equate physical presence in a common workspace with productivity and a close culture. A recent Fortune article discusses the tendency to equate presence with productivity, saying: “This paradigm, known as presenteeism, is not only outdated but also potentially harmful to an organization’s innovative edge and competitive stance in today’s fluid business environment.”

Hybrid and flex work have been fueled by the pandemic, increasing globalization, and technological advancements that have made it possible and sometimes necessary to work away from a central location. These relatively recent changes in our work arrangements have now thrust the question of where we are most productive – and most engaged – into the spotlight. Some organizations are now pulling employees back to the office or rethinking flex or remote plans they put in place several years ago. Others are going 100 percent remote. It’s hard to know what the right answer is for your organization, because each enterprise is different.

“When it comes to hybrid working, one size fits none,” says a Harvard Business School article on hybrid work around the globe. The authors assert that leaders should take a step back to reevaluate why and in what locations in-person or hybrid options are now appropriate. They suggest that leaders should consider several motivations, including productivity, retention, and social fabric. For some companies, in-person or more frequent physical presence in the office may improve some or all of those factors. For others, hybrid or remote may prove most effective. Regardless, the authors counsel leaders to collect and use data, and to be transparent and fair in their decision making, saying, “Employees increasingly view hybridity as a perk or even a right.” 

I asked local leaders what they think are the most important considerations for leaders as they determine the best approach to hybrid or in-office work in the coming years. 

Bridget Cravens-Neely, MBA, CEO, Big Brothers Big Sisters of Central Iowa: For me, the most important consideration for deciding on a hybrid versus in-office workplace is the ability to connect. The interpersonal connection is not the same over video or phone. Being in another human being’s space allows the opportunity to build trust, experience emotions, feel – not just hear – words, and witness vulnerability. I meet with every person on my team at least quarterly where we sit across the table from each other and just talk. Neither of us can hide in these moments. I get to learn about them as human beings and vice versa. That’s humanity at its best.

Greg Edwards, president and CEO, Catch Des Moines: We are here to increase visitors to our metro creating huge economic outcomes – supporting jobs, businesses, hospitality industry, venues, arts and culture, and quality of life. My view is we should always be visible, available and ready to perform our duties. Our three-day hybrid approach seems to be working well overall. Some of the team are in the office more than the three-day requirement and we are always on point. We are in the hospitality business, so it’s difficult to be hospitable when you’re working from home (unless you’re practicing on your kids or pets). Plus, comradery, teamwork, brainstorming sessions, problem-solving work a lot better in person.

Kristi Knous, president, Community Foundation of Greater Des Moines: I’ve come to embrace the work-life blend employees enjoy at an increased level when work cultures embody flexibility and honor personal commitments and diverse work styles. That said, I also embrace the value of a robust and energetic workplace with opportunities for cross-departmental collaborations, collective thinking and planning, and hallway collisions that build a cohesive team and culture. This isn’t an either/or conversation; it’s a blend and a balance that benefits both the employee and the company needs, while at the same time building a culture that values, attracts and retains talent.

Travis Rychnovsky, Chief Growth Officer, Foster Group: 1. Client service: In a professional services business like wealth management, we try to defer to our client’s preferences for in-person or virtual meetings. This means that certain roles may be asked to be in the office more than others. Our hospitality team members, for example, need to be present to greet clients. And, if clients desire in-person meetings, our advisers will do everything possible to accommodate preferences. 2. Collaboration and mentoring: While collaboration and mentoring are possible in a virtual setting, the organic, unscheduled moments that occur simply through in-person time together are invaluable. 3. Fair and equal are not the same thing: Some roles are more suited for virtual work than others, and we don’t feel the need to have a one-size-fits-all approach to this issue.

David Stark, market president, UnityPoint Health – Des Moines: We all have two ears and one mouth for a reason. Listen intently to your team members regarding their needs for engagement and communication. Then build the best plan that is flexible, and commit to reviewing it on a regular basis.

---

Advice for creating productive workforce arrangements

Lead with your values. Rychnovsky advises leaders to keep organizational values in mind when determining options for in-person, hybrid or remote work arrangements.  “Our values at Foster Group, for example, are care, character and competence,” he says. “If we lead with care, we often come to different answers than we otherwise would have.” Cravens-Neely echoes this, saying, “Listen to the employees and implement the ideas that align with the agreed-upon culture of the whole body – not just the leadership or management team.”

Create spaces and environments where people can thrive. Edwards observes, “It’s important that as leaders we are creating spaces and environments where people can thrive, whether that’s from home or from the office.” He suggests that leaders should embrace flexibility, saying, “Our culture, work ethics and generational gaps have changed dramatically over time.” 

Make your space and equipment inclusive. Stark encourages leaders to pay attention to making workstation and technology accessible and equitable, saying, “Make sure the flex work space at the office is accessible, visible and welcoming when team members are on campus.” Cravens-Neely also advises leaders to become experts at phone and video conferencing etiquette, to be intentional about requiring team members to be on camera on video calls, and to recognize people on the phone or video lines if they are not speaking up.  

Create opportunities for socialization. Stark encourages leaders to consider how to bring team members together intentionally to foster the desired culture, saying: “Host all team member events on campus so there are socialization opportunities for all team members to purposely interact with each other and make it fun.” Cravens-Neely suggests off-site events where the team comes together to just have fun, or implementing “workplace buddies” – a pair, trio or small group of people who are responsible for checking on each other for a month. 

Offer options and flexibility. Knous advises leaders to offer options. “We offer five days per month for employees to choose to work remotely,” she says, noting that employees can choose which days that month work for their schedule and plan accordingly. “They seem to value the flexibility it provides without the mandate to choose certain days each week, and it enables us to ensure business meetings are kept, all team members attend planning meetings and team-building activities,” says Knous.

Show your team you value both their work and life needs. For those employees whose positions are not aligned with remote work, Knous says the Community Foundation of Greater Des Moines offers semi-annual retention bonuses to show that they value their commitment to meeting the office needs. Additionally, they offer flexible schedules on an ongoing basis to allow employees to flex time at the beginning or end of the day or week to meet family needs or to jumpstart their weekend of rest and recovery. “Our employees love it, and selfishly, so do I!” says Knous. “I’m convinced it keeps employees choosing to work for us because they feel valued and know that we honor the need for work-life blend.”