COVID-19 has fundamentally changed our relationship with the office.
But what exactly is the right balance?
But there remain discernible differences in attitudes between workers and managers on this question.
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The reasons for this are likely complex a combination of explicit attitudes and subconscious biases.
Their persistence spells danger for post-COVID organizations.
Preferred number of days working at home, by occupation. Results from a survey of Australian workplaces during 2020 lockdowns.
In particular, they could disadvantage those with carer responsibilities, who are more likely to want greater flexibility.
So how many days a week in the office is enough?
How do we balance the desire of managers to bring people together with employees desire for greater flexibility?
Take, for example, Google.
The Silicon Valley giant has won awards for itsopen corporate culture.
Its products have facilitated as much as any company in the teleworking revolution.
But in September Google said it wouldreduce the payof its US employees choosing to work from home permanently.
Choosing to work from home could reportedly cost some employees up to 25% of their salary.
If this is the attitude at Google, just imagine what prevails in more conservative managerial cultures.
The lived experience of the pandemic hashelped mitigate these concerns, but not completely.
It should really depend on the context and individuals.
Maybe its four days a week in the office, maybe its one.
The question is why managerial attitudes are taking so long to catch up to reality.
Thats the conversation we need to have wherever we are.
Read theoriginal article here.
