Workplace Matters: The Mandatory Return to the Office

Design Insider is proud to introduce Workplace Matters, a new editorial series exploring thought-provoking and knowledge-based opinions on the workplace. This monthly series will spark meaningful conversations and shape workplace design discourse.

Workplace Matters continues with a thought-provoking perspective from Beth Gibson, Associate Designer, SpaceInvader, who shares her insights in her own words on the mandatory return to the office.

Written by Beth Gibson, Associate Designer, SpaceInvader

“The mandatory return to the office has sparked significant discussion and debate. It’s already five years since Covid-19 forced a rapid adjustment to business operations and individual lifestyles, as we all learnt to adjust to enforced remote working. Whilst this initially seemed a temporary response, it soon became a seamless (almost – dependent on technology working!) way of life for many. At the same time as adapting out of necessity, many also began to see other advantages in working from home.

Of course, people missed their teams too – both in terms of company and collaboration. There are invaluable benefits from being within an office environment and a visible part of a business’s everyday culture, from easier communication to building relationships with colleagues, mentoring younger staff and promoting those chance encounters that lead to increased learning, creativity and problem-solving. For managers and directors, there’s no doubt an increased level of trust due to consistent visibility too. And meetings are certainly easier to schedule!

Offices promote the culture of a business – and enable collaboration and chance encounters

Now that people have tried full-time office, full-time home and all kinds of hybrid inbetween scenarios, it’s hard to conclude that any one of these is perfect for everyone and every business. On the one hand, there’s the needs and preferences of individuals and on the other, the viewpoint of company leaders and the type of business in question. For some firms it’s evidently preferable to have people on hand at all times, whilst other companies can work just as easily on a hybrid basis.

There are also financial factors involved. A number of businesses took on smaller footplates post-pandemic, believing hybrid working fitted perfectly with the agile working many were already adopting, with the cost reduction through lower rents further amplified by staff using their own computers and electricity at home. The question of cost suited certain workers too, especially those living at a distance from a major conurbation, giving them both time and commuting, fuel or parking cost reductions. Some pointed out that the new ways were potentially greener too – and also allowed people living away from urban centres more chance of career advancement.

Good mental and physical health can be promoted both in the office and in WFH scenarios

Finally, there was the whole question of good mental health and the needs of neurodivergent staff, although good mental health can be as much a by-product of coming into work and seeing other people as much as it can from working from home and not seeing people! Again, this is a very individualised scenario, whilst creating positive environments for ND staff should now be part of any good design team’s awareness and approach.

Ultimately, the mandatory return to the workplace is a complex issue with no one-size-fits-all solution. The pandemic has created a strange legacy that hasn’t gone away, in that some have tasted a different way and liked it, whilst others can’t wait to get back to an earlier normality and parcel off the strangeness of the Covid-19 years into the past.

The legacy of the pandemic years is different for different people, some of whom liked the different way of working, whilst others couldn’t wait to return to an earlier normality

Whether adopting a hybrid model or mandating a full-time return to the office, it’s ultimately the decision of company leaders, depending on personal viewpoints and the nature of their businesses. All the same, it would be wise for leaders to talk to their staff in depth before imposing a response. Some kind of balance needs to be struck between collaboration deadlines, organisational culture, flexibility, wellbeing and employee-first thinking to make sure policies benefit both employees and the company as a whole – and suit everyone’s bottom line.”

Beth Gibson, Associate Designer, SpaceInvader

Beth Gibson is an Associate Designer and workplace specialist at SpaceInvader, a multi-award-winning interior design agency based in Manchester. Founded in 2009 by Director/Founder John Williams, the consultancy is now one of the UK’s premier design consultancies. SpaceInvader’s clients include leading brands and institutions, from Accor to Hilton, Tribe, Pullman and Wilde Hotels Group; Lloyds Banking Group; JD Sports; Manchester City Football Club; Birmingham City Football Club; Legal & General; AVIVA; MUSE and Bruntwood.