Why mandatory office time isn’t going to work

In a trend of companies wanting employees to spend less time working from home, professional services firm PricewaterhouseCoopers (PwC) has announced a crackdown. It intends to track the locations of its UK employees to ensure they spend "at least three days a week" in the office or at a client's site.

Meanwhile, tech giant Amazon ended its hybrid work policy and ordered staff back to the office five days a week, saying that in-person work would improve collaboration and innovation.

In Singapore, many companies are also urging employees to return to the office despite the rising demand for flexible work arrangements, particularly among women with caregiving responsibilities. Flexible work options are not just a convenience but a necessity for a growing proportion of the workforce.

Should organisations enforce office attendance or adopt more flexible work arrangements? In my view, moves such as those made by PwC to insist on mandatory office time are misguided and could backfire. They overlook the importance of autonomy, informality and emotional energy.

Employees benefit from a more fluid approach

Forcing employees to return to the office will significantly undermine their sense of autonomy, a crucial element in driving workplace engagement. With my colleague Brigitte Auriacombe, we studied resort company Club Med for a research project on service work. Our findings reveal that autonomy increases emotional energy, ultimately leading to higher levels of engagement and job satisfaction.

We interviewed several dozen Club Med employees to better understand their passion for their work. For some former employees, their experience at Club Med is so profound that they reunite every year in Mexico for a week-long celebration and to reminisce. Part of the pleasure for Club Med employees is their autonomy -- deciding when and how to interact with customers. Staff often meet customers at the bar after a day's activities. This creates a relaxed environment where employees can engage in conversations and share personal stories.

In traditional hotels, staff are often expected to smile and serve without much room for spontaneity, which can be stressful. At Club Med, the flexibility and freedom to choose how to interact with customers makes work more fulfilling.

At Texas-based supermarket chain Whole Foods, autonomy and creativity are also integral to the company's success. While things have changed dramatically since the firm's takeover by Amazon, autonomy still plays a crucial role in making jobs at Whole Foods appealing. Employees are encouraged to innovate ideas that can enhance customer experiences or improve operational efficiency. Each store is organised in self-managed teams responsible for their respective departments. Team members participate in hiring decisions and are accountable for their performance.

As a result, Whole Foods has achieved a low voluntary turnover rate of 14 per cent, significantly below the industry average. This low turnover rate not only saves Whole Foods time and money, but also enables them to outperform many competitors. Whole Foods has consistently been ranked on Fortune's "100 Best Companies To Work For".

Companies like Club Med and Whole Foods understand that autonomy is essential for creating an energising and fulfilling workplace.

This focus on autonomy fosters a sense of ownership and personal investment that, in turn, fuels emotional energy -- the excitement and engagement that come from connecting with others. This plays a crucial role in maintaining motivation, creativity and a sense of purpose.

The art of gathering and why it matters

Rather than relying on rigid mandates or punitive measures, companies should take note and adopt a more thoughtful approach that emphasises creating an environment in which employees feel engaged, valued and motivated to come in. They need to improve employee experience, not just customer experience.

Managers could start by looking at meetings. A recent survey reveals that 44 per cent of Singaporean workers believe they spend too much time on meetings and e-mails, the highest percentage globally. Singaporean employees report spending an average of 36 per cent of their work time on "performative work", which does not contribute directly to company goals but is done to appear busy. Singapore companies need to focus on a new approach, "the art of gathering".

The book, The Art Of Gathering: How We Meet And Why It Matters, by Priya Parker emphasises the importance of bringing people together and fostering meaningful interactions. According to the book, many gatherings -- including meetings -- are often held out of habit rather than necessity. They lack a clear purpose and waste valuable time. Parker emphasises the importance of intention, ensuring that each meeting serves a clear and valuable purpose.

In contrast to formal meetings, she argues that more informal and flexible gatherings can foster a deeper connection among team members, leading to greater creativity. Whether during a casual lunch or spontaneous discussion during a break, these interactions can enhance creativity, collaboration and emotional energy.

Some of the best ideas have emerged in casual conversations. The famous partnership between Dr Herbert Boyer and Dr Stanley Cohen, two scientists who helped discover the biotechnology industry, began over a sandwich at a conference.

The emphasis on informality in office experiences is already influencing innovative workspace concepts. An example is the Springline office complex in California, which boasts amenities associated with high-end hospitality. With nine restaurants, outdoor workspaces and terraces for casual meetings, Springline blends work and leisure seamlessly.

Additional features such as a gym, a world-class golf simulator, an Italian delicatessen and a residential complex with 183 apartments further elevate the experience, creating a "work resort" environment. This shift, often referred to as the "hotelification" of offices, aims to create spaces that not only promote productivity but also enhance employee well-being.

Employee experiences that fuel emotional energy

One of my brightest students, a computer engineer, recently shared his frustration with me: He spends most of his office hours coding without interacting with a single person. He's not alone: 67 per cent of Singapore employees report spending their time at desks working alone, indicating that a significant portion of their workday is characterised by minimal social interaction. These findings raise a critical question -- what is the purpose of being in an office if employees spend all their time alone in front of a screen?

Social interaction is fundamental to generating emotional energy and creating a sense of meaning in our lives. When employees are isolated, whether due to remote work, excessive individual focus or a lack of meaningful interaction, they miss out on these essential social exchanges that help recharge them emotionally and mentally. Work can become draining, leading to low morale and reduced productivity.

Fostering environments that encourage rich, face-to-face interactions is key, not only for individual well-being, but also for creating a vibrant and productive organisational culture. A striking observation at Club Med was managers' efforts to plan the quality of interactions between staff and customers before a resort is even built. Designers and managers work together to plan for functionality and social connection. The goal is to create environments where conversations flow organically. This emphasis on meaningful interactions helps explain how employees can maintain high levels of energy and enthusiasm despite working long hours and the demanding pace of resort operations.

Organisations can also create environments that foster social connections through physical activity. Xefi, a Lyon-based IT services company, has revolutionised the office experience by blending work with sports. Its headquarters resemble more a sports complex than a traditional office, featuring facilities including gyms, a basketball court, a football pitch on the rooftop, and a pool. Employees participate in these activities throughout the day. This enhances their well-being and helps them maintain high levels of energy and enthusiasm during demanding work days.

In Singapore and beyond, companies are engaged in a fierce race to increase productivity by investing in artificial intelligence and cutting-edge technologies. However, to outpace competition, many leaders overlook a crucial aspect: the quality of workplace interactions. While technology can drive efficiency and innovation, in a knowledge economy it is the human element -- meaningful connections and energising interactions -- that drives creativity and leads to long-term growth.

Instead of pushing employees to return to the office, companies should focus on the art of gathering. While not every organisation can afford offices that resemble hotel resorts or sports complexes, we can all be more intentional about why we meet, how we come together, and the quality of those gatherings. If organisations fail to invest in the quality of office interactions, they risk undermining the very creativity they aim to cultivate.

Julien Cayla is associate professor of marketing at Nanyang Business School.

Source: The Straits Times