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

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 recognised, and company goals are transparent. 

This evolving psychological contract prioritises employee well-being alongside the objectives of the organisation 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 

So what do I mean by autonomy in the workplace? It goes beyond just giving employees the freedom to work independently or remotely – it involves aligning that freedom with the company’s mission and goals.

It’s about giving workers a sense of purpose about what they do – and this happens when they see how their own contributions connect to the broader objectives of their organisation. 

For in-office employees, this purpose often arises through collaboration, innovation and the energy of shared spaces designed for teamwork and problem-solving. For remote employees, it is found in the autonomy to structure their work day, maintain flexibility and balance personal and professional priorities.

For example, UOB’s starting point for flexible work arrangements was not about the business pros and cons of the different arrangements, or how to compute the time spent. Mr Dean Tong, head of group human resources at UOB, says: “We start by asking how employees can achieve purpose and balance.” 

A sense of purpose fosters an overarching sense of unity, ensuring employees feel empowered and aligned with shared goals, whether working in the office or remotely.

Indeed, psychotherapist Nilufar Ahmed notes in a commentary that “most people want to do meaningful work; a sense of belonging and connection with others are part of this”. She says this sense “may come from the job itself – doing something that aligns with our purpose – or from the relationships and roles people create in the workspace”.

However, in terms of autonomy and how a sense of purpose gets everyone on board, this is not one-size-fits-all – it depends on roles and responsibilities. A salesperson may thrive with the freedom to schedule client meetings, and that flexibility dovetails with his company’s need for income. A research chemist, on the other hand, has to have structured lab time and the facilities to do what the researchers have trained to do, and what the organisation seeks from them.

So encouraging a greater sense of purpose within that requires companies to empower employees to deliver impactful results, whether they’re on-site or remote. 

For example, for many employees, having access to office spaces that are conducive for focused work and collaboration remains a top priority. It’s important, with this in mind, to help them see beyond the obligation of returning to the office, to regarding where they work as somewhere that has resources empowering them to thrive.

Those resources could include purpose-driven spaces like innovation hubs for brainstorming sessions, or casual lounges for team bonding. Robust virtual tools for remote workers ensure seamless collaboration, enabling employees, regardless of location, to feel supported and integral to shared goals.

This idea of the workplace as a resource is important. A recent workplace study we conducted earlier this year among 2,000 workers in Singapore, Thailand and the Philippines shows that 35 per cent of employees identify with a “solution-oriented” work style, a significant rise from 19 per cent in 2022. The “solution-oriented” work style is where workers come together to strategise and brainstorm to solve complex problems, rather than simply following set processes.

Balancing the different models

There is growing evidence that autonomy and hybrid work environments yield tangible benefits. Studies consistently show that employees who have control over their schedules and work environments report higher levels of productivity, engagement and well-being.

This control also helps mitigate stress and burnout, issues that cost organisations billions of dollars annually in attrition, mental health care and productivity losses.

One key to hybrid work success is scheduling coordination, ensuring that employees are not left sitting in empty offices with only virtual meetings on their agenda. Instead, in-person collaboration should be strategically planned for high-impact meetings that benefit from face-to-face interaction. 

This structured approach helps employees feel their time is respected and valued, while enabling managers to set clear expectations and optimise in-office productivity.

Navigating the tension

Nearly half of Singapore’s workforce said they would leave jobs that require them to work in the office more often, according to an April survey by recruitment company Randstad. Gen Zers are most likely to feel this way, at 69 per cent.

On the other hand, employers are switching from the carrot to the stick. Starbucks has told its corporate staff they could be fired if they do not come to work at the office three days a week. And Amazon has also mandated a return to the office five days a week starting Jan 2, 2025.

Amid this tension, a 2024 PwC study of 20,000 business leaders and employees says that “companies need to see hybrid work as the new normal”, pointing to hybrid models as a preferable middle ground for companies aiming to balance autonomy with accountability.

In a nod to the tension between employers and employees, it points out that hybrid work can enhance both job satisfaction and productivity compared with full-time office attendance.

Another pro-hybrid result came from an October 2024 study in Harvard Business Review, which involved testing hybrid work of 1,600 China-based employees at one of the world’s largest online travel companies, Trip.com. 

Over six months, the research produced unexpected results: managers had anticipated a 2.6 per cent productivity drop among hybrid workers, yet they observed a 1 per cent increase. Hybrid employees also reported a 35 per cent decrease in attrition and higher job satisfaction, particularly for non-managers and those with long commutes.

Making hybridity work

Building an effective hybrid model requires consistent alignment between leaders and employees. Open communication and regular feedback loops foster this alignment, ensuring that everyone stays committed to shared goals.

This was something Mr Bhupinder Singh, senior director of administration at the National University of Singapore’s Yong Loo Lin School of Medicine, also shared with my team during a discussion. 

“A lot of groundwork should be done to ensure there is constant alignment of outcomes, which stems from open sharing and frequent exchanges between leaders and various user groups and demographics,” he said.  

By embedding trust and shared goals into the organisational culture, companies can create adaptable, resilient workplaces that promote both employee loyalty and high performance.

When employees feel empowered to find their own reasons to return – whether it’s the opportunity to collaborate, bond over a meal, or enjoy versatile workspaces – the workplace transforms into a space that inspires them rather than being a wage-slave obligation.

Embracing these principles ensures employees remain invested in the organisation’s success, whether working from home, at the office, or somewhere in between.

Narita Cheah is chief executive officer and co-founder of Paperspace Asia, a workplace strategy and design firm.

Source: Straits Times © SPH Media Limited. Permission required for reproduction.

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