Employers told to prepare for social skills challenges in office return

Employers who are mandating employees return to the office should anticipate "some bumps in the road" as people get used to full in-office dynamics after working remotely for several years.

Jane Bianchini, Criteria's VP of Global and Strategic Alliances, reminded employers implementing these mandates that some people have not worked in an office or in-person for almost over four years, which could pose challenges for employees' social skills.

"Over the course of the last few years, employees have grown more comfortable with less frequent in-person interaction, which has had an impact on things like social skills, including emotional intelligence, conflict resolution, and communication style," Bianchini told HRD.

"In-office work necessitates that employees have to flex their social skills more than they're used to after such a long stretch working remotely, which could lead to increased burnout, fatigue, or even conflict."

Various employers across Australia, including Tabcorp and the New South Wales government, have been pulling back on remote work arrangements and ordering employees to come back on-site full time.

According to Bianchini, it is important that employers give their staff a "grace period to adjust."

"Leaders who've chosen to have employees return to office should consider offering professional development in order to resharpen some of those skills that perhaps have not been as needed during the era of remote work," she said.

"By providing employees the resources they need to be successful in-office, you demonstrate that you understand and empathise with the challenges that come along with the mandate."

Fostering 'open communication' at office

In returning to workplaces, Bianchini underscored the need to create an environment of "open communication" to encourage employees to speak up when they're struggling.

"As cliché as it may sound, it's essential to lead by example," she said. "Addressing the challenges that come along with return to in-person work — directly via email, meetings… or indirectly with additional professional development and ERG programmes — will show employees that the organisation is aware of the challenges, reduce stigma, and ultimately make them less afraid to raise their hand if they're struggling."

People managers also need to receive further training in identifying and effectively addressing employees' challenges as they return to the office, according to Bianchini.

"People managers are a large part of the employee experience, and equipping them with the most up-to-date tools to effectively manage team members will improve return-to-office outcomes for the entire team," she said.

"The onus should never be solely on the struggling employee to raise their hand and name it."