Great team culture doesn’t require an office

NSW Government’s new directive that public servants should work ‘principally’ from the office is a short sighted and disappointing move, not backed by research. Furthermore, the Premier’s quotes betray his assumptions (biases!) that people who work from home are sitting around in their trackies, getting the washing done instead of working. Not the best basis from which to make policies that will undoubtedly impact the work/life balance, engagement, satisfaction and productivity of one of the largest workforces in Australia.

The argument that because some roles can’t be done remotely, therefore no one should be able to work from home, is flawed. It’s like saying because office workers can’t work outside all day, then neither should gardeners. This one-size-fits-all mentality ignores the diverse nature of work and the potential benefits of remote work.

The reality is that much of the research produced since the great ‘remote work experiment’ began in 2020 has shown that the success of hybrid workplaces relies on multiple factors, including the type of work, workstyle preferences, home office set up, and the employer’s policies and systems to guide behaviours.

For many, working from home is more productive – more focused, uninterrupted time. For others, being able to come into the office to collaborate, brainstorm and connect is as important. For many of us, having a balance of both allows us to work in the way that best suits the kind of work we need to do each day. Most importantly, research shows that influence over the way you work is a common thread in high-performing teams. The public service struggles with policies that aren’t a ‘one size fits all’, but there are plenty of organisations who have been doing this for years that we can learn from (shout out to Atlassian).

Further, and as pointed out by many on LinkedIn, forcing a return to the office disproportionately impacts individuals with caregiving responsibilities or accessibility issues. Flexible work arrangements have been shown to enhance workforce participation and diversity. Beyond these societal benefits, many employees value the flexibility to manage personal commitments and save on time and commuting costs.

Minn says this move is about building up a culture in the public service. This assumes that a) we can’t have a good culture if we work remotely and b) there was a good culture when everyone did work from the office. Neither of these things are true.

Whether office, hybrid or fully remote, we have to be intentional about shaping the culture we want. It will look different for everyone, and it’s not solely built through spontaneous office interactions or lunchtime yoga sessions. It is built through ongoing consideration of how the desired values are embedded into ways of working, systems, processes and touchpoints. With intentionality, strong cultures can thrive in hybrid environments. Encouraging regular in-person collaboration while maintaining flexibility can foster a sense of connection and teamwork. It requires that leaders put some thought into ‘building the in-person moments that matter’ whilst also trusting their people. This is not always easy. But if we want to attract and retain great people and provide the conditions from which they can be their best, then surely it’s an essential part of contemporary leadership that needs to be prioritised.

Imagine if, instead of making decisions based around empty office space and rents, HR policies were designed with Daniel Pink’s classic motivation framework in mind. Setting conditions that optimise autonomy, foster mastery and build a strong connection to purpose will support employee motivation, engagement, morale and performance. This would lead to a more productive, innovative, and fulfilling workplace for everyone involved. Surely, our public service wants to be role models for this – not laggards clinging to an outdated notion about what work looks like.

*written by a massive extrovert who loves going into the office – not just because of the emotional support officers! And yes, I was wearing trackies when I wrote it.