In the evolving landscape of work, the push for federal employees to return to office spaces has sparked a complex dialogue about productivity, workplace culture, and the very nature of work itself.
The forced shift back to office environments under the Biden administration — a bipartisan push stemming from pressure by Republicans in Congress — has left many federal workers questioning the rationale behind this move.
A new Federal News Network survey shows that approximately 30 percent of the 6,338 federal workers surveyed were fully remote. A mere 6 percent were entirely in-office, leaving a significant majority navigating a hybrid work setup.
Despite the stated intentions to foster enhanced collaboration and productivity, over half of these employees report that the rationale behind returning to the office has not been clearly communicated by senior leadership. More than one-third strongly disagree with the reasons they have been given for returning.
The statistics from the survey paint a telling picture. Sixty-four percent of respondents working on a hybrid schedule find themselves less productive in the office compared to their remote setups.
This sentiment starkly contrasts with the anticipated benefits of increased in-person work, as noted in the April 2023 memo from the Office of Management and Budget. The memo underscores a vision for “purposeful, well-planned” in-person work. But the reality, as voiced by the workforce, tells a different story.
Employees are questioning why they need to commute to an office, only to participate in the same virtual meetings they could attend from home.
These numbers bear out findings from the recent Office of Personnel Management report about telework in the federal government. It showed that an overwhelming 84 percent of both employees and management expressed a firm belief in the power of telework to improve the standards of work quality and client satisfaction.
For many respondents, coming in to the office has led to little difference in collaboration. For some, it has even been a hindrance, with co-workers’ disruptions and exhaustion from long commutes contributing negatively to employees’ ability to get their job done. Furthermore, the introduction of “core collaboration days,” intended to optimize in-person interactions, has not yielded the expected results. Responses were predominantly neutral or negative regarding the impact of these designated days on work-related tasks and interpersonal relationships. More than 40 percent of respondents said these days are adversely affecting staff morale, with about half reporting that these days make them less productive.
The shift back to office work has not only affected productivity but has also shaped perceptions of leadership. While 49 percent of federal employees feel that the return-to-office changes have not altered their view of senior leaders, a significant 47 percent now hold a more negative view, with less than 5% having a more positive view. This sentiment is critical, as it reflects broader distrust in the motives and decision-making of those at the helm.
Many employees express a belief that the push for in-office attendance is less about enhancing work outcomes and more about political motivations or economic considerations. This skepticism underscores a disconnect between leadership’s publicized goals and the workforce’s perceived reality, highlighting a need for greater transparency and alignment in organizational objectives.
Federal employees widely suspect that these mandates are politically motivated, aimed at responding to congressional concerns, or intended to revitalize local economies, such as that of Washington, D.C. This perception suggests a misalignment not just in the execution of policies but in the foundational goals that these policies are supposed to serve.
The collective discontent highlighted by the survey suggests a pressing need for an overhaul of current strategies. Federal leaders must ask themselves whether the traditional office model serves the best interest of a modern workforce. They need to consider adopting more flexible, data-driven approaches that prioritize employee well-being and productivity over mere physical presence.
As we consider these findings, it becomes apparent that effective leadership in the new era of work isn’t just about enforcing compliance with top-down mandates. It involves listening to employee feedback, analyzing the effectiveness of implemented policies, and adapting strategies in response to the evolving needs of the workforce. The future of work should not be dictated by outdated norms, but rather shaped by a commitment to innovation and responsiveness.
These insights call for a more nuanced approach to managing work environments — one that balances the benefits of in-person collaboration with the flexibility and productivity gains of remote work.
Moving forward, it is crucial that federal agencies craft policies that are not only responsive to the changing landscape of work but are also reflective of the voices and experiences of their employees. As we strive to optimize our work environments, we must ensure that they are designed to foster productivity, satisfaction, and genuine collaboration, reflecting the true spirit of what it means to work together in the 21st century.
Gleb Tsipursky is CEO of the hybrid work consultancy Disaster Avoidance Experts and the author of “Returning to the Office and Leading Hybrid and Remote Teams.“