The Hill published the thoughts of Gleb Tsipursky, Ph.D., who serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts:
A recent EnhancV survey of 1,000 full-time U.S. workers subject to new or stricter return-to-office policies found that 72% suspect these mandates are really a voluntary attrition strategy — a strategy by their own employers to make them quit their jobs. A full 46% admit to the practice of coffee-badging. Thirty-six percent have applied for a new job while sitting at their current office desk. Thirty-six percent have started a side hustle since the mandate was announced, in anticipation of being let go or quitting. Those numbers do not prove that employees reject collaboration. They show that many employees no longer trust the official story...
The central mistake in many in-office mandates is the assumption that proximity automatically produces commitment. It does not. A worker who spends two hours commuting to sit on video calls with colleagues in other cities is not experiencing culture. That worker is experiencing theater. When executives describe the office as a cure-all, many employees experience lost time, higher costs and lower autonomy. The policy's defining feature becomes its credibility gap. Research keeps undercutting the belief that more office time automatically means better performance. A University of Pittsburgh analysis of S&P 500 firms found that return-to-office mandates reduced employee satisfaction without improving firm performance or firm value....
Baylor University's reporting on office mandates and brain drain found that firms with mandates faced greater turnover among women, senior employees, managers and high-skilled workers, while job vacancy duration increased and hiring rates declined. In other words, the people with the most options are often the first to leave. The employees who remain may not be the most committed — they may simply be the least mobile... Attendance can be mandated, but commitment cannot. When leaders confuse the two, they do not rebuild workplace culture. They create a room full of people planning their exit.
A recent EnhancV survey of 1,000 full-time U.S. workers subject to new or stricter return-to-office policies found that 72% suspect these mandates are really a voluntary attrition strategy — a strategy by their own employers to make them quit their jobs. A full 46% admit to the practice of coffee-badging. Thirty-six percent have applied for a new job while sitting at their current office desk. Thirty-six percent have started a side hustle since the mandate was announced, in anticipation of being let go or quitting. Those numbers do not prove that employees reject collaboration. They show that many employees no longer trust the official story...
The central mistake in many in-office mandates is the assumption that proximity automatically produces commitment. It does not. A worker who spends two hours commuting to sit on video calls with colleagues in other cities is not experiencing culture. That worker is experiencing theater. When executives describe the office as a cure-all, many employees experience lost time, higher costs and lower autonomy. The policy's defining feature becomes its credibility gap. Research keeps undercutting the belief that more office time automatically means better performance. A University of Pittsburgh analysis of S&P 500 firms found that return-to-office mandates reduced employee satisfaction without improving firm performance or firm value....
Baylor University's reporting on office mandates and brain drain found that firms with mandates faced greater turnover among women, senior employees, managers and high-skilled workers, while job vacancy duration increased and hiring rates declined. In other words, the people with the most options are often the first to leave. The employees who remain may not be the most committed — they may simply be the least mobile... Attendance can be mandated, but commitment cannot. When leaders confuse the two, they do not rebuild workplace culture. They create a room full of people planning their exit.
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