A considered and slow-paced return to the (physical) office

This original blog post was written in June 2020, in response to initial hopes that a return to the physical office would happen in Ireland. Almost 11 months on it is still valid and worth considering in terms of how to transition (slowly!) to a possible mixed model of remote work, with companies planning for staff to be in the physical office in some form.

Photo Credit: Scott Webb

It has been a whirlwind 15 months or so in relation to emergency remote work and with the relaxing of regulations in various countries, some companies are beginning to plan the phased return to the physical office. However, unlike the shock of being thrown into the deep end of COVID-19, this transition back will be different. There is notice. There is more time to plan. In most cases it can be a staged process, so how should this be approached, what is needed in terms of planning and preparation? Check out the list below, for further guidance.

1. Take the time needed to transition back - The return to the physical office will be in stages so take the time needed to plan for the change.  The difference in the transition back to the office as COVID-19 restrictions are relaxed, is that there is more time to prepare. Take the time needed to process the recent months, be intentional, both on an individual, managerial and corporate level prior to rushing towards the newest state of change.

2. Build in that time to reflect and process the recent period - Many individuals were left reeling during the period of crisis response. Therefore, many will welcome the opportunity to discuss openly recent times, successes and challenges. Enabling these conversations will also highlight positives and operational improvements from remote working, which can be built upon. 

3. Continued empathy and understanding – Considering the above, fatigue is likely to have set in. Many individuals are craving holidays or a break from the tough routine of the recent period, which was compounded by the stresses in the external environment as a result of the pandemic. This is a reminder to managers and leaders to extend their expression of empathy and understanding to their teams. Enable the supports needed and encourage work-life balance where possible. And a reminder to us all of the importance of self-care.

4. Absorb lessons learned and celebrate success – conduct a formal review of operational processes during the working from home period, documenting successes and challenges. This will provide the foundation for planning for the transition back to the office and towards a hybrid model.
   Another way of doing this exercise is to do a retrospective on a specific project or project phase with the relevant team members involved. A “snapshot” review analysis, will enable a better view of what did and didn’t work during the period. Also on an individual level, encourage workers to assess learnings gained during the period. Of course, recognise the successes! Take the time to acknowledge what has worked well and celebrate it!  

   Some organisations will chose to conduct a review “audit” of learnings, skills, communications and tools being used in practice. Whichever manner, a proper phase or stage of “taking stock and review” is recommended.

5. Underpin the change process with a focus on well-being - One thing is certain over these coming months; change will be a constant again for the foreseeable future. Continuing to emphasise the importance of well-being will bolster this next phase and support its success as workers feel empowered to reach out, request help and strive to maintain individual work-life balance. 

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