In the ever-evolving landscape of modern employment in what we hope is the new post-pandemic world, the concept of work has undergone a profound shift. As society adjusted to the effects of global disruptions, and the revolutionary rise of remote work emerged, many employees embraced the benefits of working from home: flexible schedules, zero commutes, more time with family, and fewer office distractions. However, Corporate America has recently been abuzz with a seismic announcement that has ignited debate throughout boardrooms and around kitchen tables across the country: the return-to-office mandate. From financial institutions like JP Morgan and Goldman Sachs to tech giants Apple, Google, and even Zoom—the once-championed emblem of remote collaboration—organizations around the country have declared intentions to summon their dispersed workforces back to the physical office. And they are not getting a huge round of applause for doing so.

After the initial adjustment to working remotely, many workers found the flexibility and convenience of working at home to be a largely positive experience. They could wear comfortable clothes; coffee and snacks were only a few steps away; and many found that spending more time with loved ones was a big plus. Employees adapted in a variety of ways that were safe, manageable, and flexible enough to meet their individual needs as well as employer demands.

With the return-to-office mandate, some employees are once again being asked to demonstrate an extraordinary level of resilience as an act of commitment to their job and employer. While employers may be thinking, “Okay everyone, time to get back to work—business as usual,” the reality is that it is anything but.

The transition back to the office after a prolonged period of remote work can have a significant impact on mental wellness. While some may welcome the return, others may experience heightened levels of anxiety or stress. The abrupt shift from the comforts of home to the demands of commuting and navigating office dynamics can trigger feelings of unease and overwhelm. The loss of control over health and safety, reduced flexibility, and lack of autonomy over one’s work all have a negative effect on both physical and mental health. Job satisfaction and sense of purpose will take hits too, all of which are drivers of negative employee metrics and burnout.

According to the World Health Organization, “working life conditions” is considered a major social determinant of health, meaning it is a non-medical factor that influences health outcomes.¹ Work has changed—in where, when, and how it is done. As it continues to change in these fundamental ways, employers may be required to alter or remove some traditional boundaries. Policies, programs, and other business decisions in the workplace have a direct impact on many aspects of employees’ well-being, including their physical, mental, social, and financial health. Additionally, they influence professional growth, connection to the business mission, and sense of purpose, all of which are big drivers of engagement.

Employers can play a crucial role in successfully mitigating the challenges associated with returning to the office by prioritizing employees' mental well-being. Employers who recognize the valuable connection among mental health, morale, and a positive culture have been able to create a mutually beneficial experience. Accepting the corporate social responsibility towards contributing to happier, healthier, and more resilient employees not only leads to organizational effectiveness, such as employee engagement, customer satisfaction, and financial performance, but also positively impacts community health!

Getting Over or Around Potential Roadblocks

Transitioning back to onsite workstations will be a tough road for many. Long commutes, high gas prices and parking fees, unpredictable public transport, and the need to dress professionally for work again—including from the waist down!—will likely not be broadly appreciated. Along with the direct work-related challenges many will face, consequential changes are creating even more hardships, such as a lack of affordable, dependable childcare for a generation also responsible for taking care of elderly parents. Additionally, an aging Baby Boomer workforce and its consequent job openings make for an even longer work day for those who have to pick up the slack. On top of it all, there are some other very real psychological and emotional barriers:

• Many workers have become more isolated, independent, and self-sufficient. While they have gotten their work done, they have become far less socially adept. They have also become insulated from conflicting or competing ideas expressed by their colleagues. As a result, some people may experience discomfort and anxiety returning to the office as they now must communicate, interact, and collaborate face-to-face with their co-workers. Employers should prepare load-bearing managers to identify the signs that an employee is uncomfortable and provide training for effectively handling challenging situations.
• Holding in-person strategy sessions, attending multiple meetings, and dealing with bosses, supervisees, and clients who are also having their own difficulties adjusting may be frustrating and exhausting. Direct engagement in the office environment requires a high level of support and effective communication. Adopting workplace polices that facilitate positive experiences such as limiting meetings to specific days and times could be a possible solution.
• During the pandemic, employers put trust in their employees to create their schedule and develop a work ethic suitable to their individual preferences and the needs of the employer. With return-to-office policies, employees must overhaul a once mutually beneficial work-life balance, which could result in broken trust and similar negative outcomes. The stress placed upon the trust factor alone will undoubtedly have an effect on attrition, engagement, and satisfaction. Genuine care for, and transparent communication with, employees will provide a sound foundation for mitigating these risks, as will flexibility while navigating this new paradigm.
• Parents of very young children, or those who have elderly relatives for whom they were caring for on a regular basis, may feel particularly anxious leaving their childcare or eldercare responsibilities to others. They may also have the added expense of paying for care—that is, if they can even find the help amidst the particularly understaffed human service field. And let’s not forget all the beloved pets who were our constant companions during the lockdown and now may have to spend hours alone. These are all sources of stress, sometimes quite extreme.
• New routines have to be reinvented and reintegrated into the workday. Many people have successfully combined their home responsibilities and leisure activities into their workday, but now they need to readjust to on-site work. How and when will prepare meals, help with homework, do the laundry, shop, or get to the gym?

Charting the Roadmap Back

The journey back to the office marks a significant transition. It is one that requires careful consideration and a compassionate, proactive approach. The following roadmap may help employees successfully transition back to the workplace while seizing the opportunities that lie ahead:

• Plan ahead. Establishing a return-to-office timeline with milestones and flexible deadlines may be needed. Try to anticipate what has to be done in what order and what will be most difficult. Write it down, create a list of priorities, then check them off one by one.
• Remember self care. Workers need to take care of their physical and mental health, even if it means taking only a few minutes every single day to relax, de-stress, take a short walk outside, or meditate. Try to identify the times of day when this is possible—before work, after lunch, or carving out some dedicated time in the middle of the day. The benefits to one’s health, productivity, and satisfaction with work will be well worth the effort. Some may enjoy sharing these activities with co-workers, but for others, time alone may be just what is needed to recharge.
• Accept that the transition back to on-site work may be difficult and will require a period of adjustment. You may experience extreme tiredness or irritability at first, but like many changes, it will gradually get easier.
• Try to focus on the positives. Seek out and enjoy the people you missed, the casual conversations in the staff room, collaborating with colleagues, or lunch at your favorite café. Maybe you forgot how much you enjoyed these small pleasures!
• Share your experiences with people in and outside of work. Know that many others are experiencing the same thoughts and feelings, and they may welcome the opportunity to talk about it and share solutions to similar problems.
• Seek help from the professionals in your organization in HR or the employee assistance department, if your company has one. Employee Resource Groups are an excellent avenue to share information and get help from like-minded co-workers. Ask for what you need: a flexible work schedule, varied or more challenging job responsibilities, time to FaceTime your children or parents, or mental health support and resources.
• Draw upon your skills and abilities that have gotten you through tough times in the past. And don’t forget to give yourself a pat on the back. It’s a different world, but you are here. You made it!

Navigating the Road to Success

Employers can play a crucial role in successfully mitigating the challenges associated with returning to the office by prioritizing employees' mental well-being, which can lead to a smoother reintegration into the office environment and a healthier, more cohesive organization overall. They have a unique opportunity to not only recalibrate their organizations but also demonstrate empathy, flexibility, and strategic foresight. Armed with actionable insights and effective strategies to navigate this transition collaboratively, employers can provide a smooth and productive reintegration back to a supportive and adaptable workspace, fostering open communication and prioritizing employee well-being.

As Dr. Richard Safeer, Chief Medical Director of Employee Health and Well-being at Johns Hopkins Medicine, summarizes: “Companies that have a genuine caring culture have happier and healthier employees who experience a higher sense of well-being.”² With these words in mind, here are some recommended strategies that employers can implement to create a mutually beneficial workplace environment:

• Adopt value-based company policies, programs, and benefit plans founded upon empathy, trust, transparency, and wellness that are flexible and
  inclusive. Adjust and update as needed.
• Foster positive social interactions, demonstrate empathy, encourage staff to ask for help, and provide the help when it is needed.
• Provide training in mental health first aid support for human resources, management, and interested employees.
• Provide robust resources and support services that employees can use during the workday or after hours. Traditional Employee Assistance Programs or innovative digital mental health platforms, like Counslr, are good options. By providing tools that enable employees to keep small problems small, employers can help prevent burnout and promote overall well-being.
• Encourage the organization of Employee Resource groups through which voluntary programs and activities are designed to foster a sense of community by empowering like-minded individuals to unite to address common interests, such as parenting and elder care.
• Increase flexibility and focus on outcomes rather than rigid schedules. Consider offering flexible work options, such as hybrid work arrangements and allowing employees to set their work hours, within reasonable limits. Create adaptable workspaces that cater to different tasks and preferences and offer a variety of seating options with quiet zones and collaborative areas. Empowering employees to manage their time and workloads gives them control which facilitates trust and collaboration.
• Communicate transparently. Listen. Be open to new ideas. Seek feedback through surveys, focus groups, or town hall meetings as well as drop-in chats. Sincerely consider incorporating employee suggestions into policies and plans.
• Acknowledge and express appreciation to employees for their efforts and feedback during the transition. Celebrate achievements and milestones, both individually and as an organization, which fosters a sense of community.

By implementing these strategies, employers can create a work culture that prioritizes flexibility, well-being, and positivity as employees transition back to the office. They will be positioned to help their organizations navigate this pivotal phase while nurturing a culture of resilience and growth, and that is a major benefit for all.

References

1. “Social Determinants of Health.” World Health Organization, World Health Organization, www.who.int/health-topics/social-determinants-of-health#tab=tab_1. Accessed 30 Aug. 2023.
2. Safeer, Richard. A Cure for the Common Company: A Well-Being Prescription for a Happier, Healthier, and More Resilient Workforce. John Wiley & Sons, Inc., 2023.

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