Just when the return to office (RTO) discussions seemed to have subsided, some large employers have come forward with mandates requiring employees to be in the office full-time. This revived the pandemic-centric headlines and discussions among employees about rage-applying for new jobs, swiping into the building and leaving early (aka coffee badging), or simply flouting the new RTO mandate.
RTO policies do not need to be polarizing. In fact, many workplaces have already discovered a smooth transition—one that strikes the right balance of employee engagement, collaboration, productivity, and retention. Here are five ways they are doing it.
- They understand their corporate culture.
Recognizing that coffee badging, cameras, and keystroke monitoring only spark contempt, employers are learning how their workforce engages with each other and how that engagement aligns with productivity. For example, they are taking a closer look at overt and subtle signs of employee engagement. The overt signs are foot traffic and occupancy while subtle signs include chair rollbacks and huddles, which typically indicate collaboration and impromptu meetings. If they discover Tuesday afternoons are peak brainstorming times for the marketing team and result in stronger campaign results, managers may want to build team activities around that time. Based on this type of knowledge, employers can shape corporate policies that reflect their unique culture and business goals.
- They prioritize autonomy through anonymity.
Let’s face it, the tech industry has made it easier than ever to know who is doing what, where, when, and how. On the other hand, the industry can also ensure anonymity when it comes to using technology. Employers opt for anonymity when it comes to capturing data on how the office is used. Specifically, instead of looking at individuals’ actions, they seek aggregate data on human activity in the office. After all, many workplace decisions should be based on how large segments of the workforce use the office.
- They are strategic about office redesigns.
Fitness centers and nap pods often make the short list of desirable office amenities, yet they may not align with your employees’ needs. The same can be said for open office concepts versus individual offices. Being aware of workplace trends is important for recruitment and retention, but following them only makes sense if employees will use the perks. It’s better to know how an office redesign will be received before making the investment, especially since the average cost is $264 per square foot.
- They calculate the impact of their workforce on a building’s carbon footprint.
About 42% of worldwide CO2 annual emissions come from the built environment and employers realize they can help lower that percentage by better understanding how their workforce uses office space. For example, when individuals squat in conference rooms for focused work or video meetings with remote colleagues, it drives up energy costs. It is also a sign that you may not have the proper ratio for private/public meeting space. A better use of space can lower energy consumption while boosting productivity.
- They combine office usage data with other data sources.
This helps employers gain a bigger picture view of their investments in commercial real estate.For example, occupancy insights analyzed against cleaning costs and per square foot leasing rates can tell you if you’re overspending on services for unused areas.
How employers tap AI and data to improve the office
Many of these fresh office usage and productivity insights are the result of fusing AI and body heat sensing technology. This provides a new level of accuracy without the use of cameras or other invasive monitoring methods. The data can be used to inform hybrid and full-time RTO policies and lead to office layouts that align with team dynamics and the corporate culture. Also, lower energy costs and cleaning fees, along with data for lease negotiations, can add up to significant cost savings.
Yet AI is not the only way to get insight on workforce needs. Chief human resource officer professionals continue to rely on a variety of tools and tactics including employee surveys, third party assessments, coaches, and more. However, there can be a tendency for employees to answer questions in a way they believe the employer wants to hear. When you can compare opinions with actual, aggregate behaviors of the workforce, you get a clearer picture into employee habits, interests, and preferences.
Employers that know how the office is being used can have data-driven benchmarks for measuring performance, productivity, and improvement. This results in more enticing and engaging environments where employees look forward to coming into the office.
Honghao Deng is the CEO and cofounder of Butlr.