On Wednesday I went for an evening walk with my husband. We often have good conversations when we go for a walk. This time we reflected on the fact that it has become a new concept in our society. Before and after the pandemic. Do you remember when we were in Sicily? Yes, it was before the pandemic. When did we repair the engine on the boat? Wasn't it the summer before the pandemic, then?

The same has happened in the workplace. Home offices, team meetings and digital tools that were a rarity before the pandemic have now become part of the everyday life of approximately 50% of all workers in Norway. What will happen after the pandemic?

We are already seeing the contours of a working life that needs to set boundaries, communicate clear expectations and somehow tighten up what should be the leading behavior in one's own work culture. Surprisingly, many managers are surprised that it is so difficult to get employees back to work. Many companies have been slow to set boundaries and create rules. Dare we say that everyone must be in the office at least 3 days a week? How should we handle those who only want to work from home? Imagine if someone quits because we set boundaries? Unclear rules create friction and chaos, both between employees and different teams.

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It's worth reflecting on why 2 of the world's most innovative technology companies have actually ordered all their employees back to the office.

Here are some statements and tips on what both managers and employees need to consider:

1. Create clear rules for what applies in your workplace

Rules are always subject to discussion and there are always people who disagree with the rules that are made. Be brave. Be clear. Know why you are making the rules and they could be, for example, as follows:

• We want to see each other, relationships create culture
• We don't want an A and B team. Those who work from home too often become less visible in the organization.
• We don't want new employees not to get to know everyone who works here.
• We want to take care of those who don't have a large network in their private lives.

2. Do you want to create creativity, innovation and learning? 

Then employees have to return to the office. Research has shown that working from home weakens innovation and collaboration (Rudi Kirkhaug, professor of leadership and organization at UiT). Google and Apple have ordered everyone back to the office. Leading Norwegian leaders who enthusiastically said that everyone could work wherever they wanted have not been quite so clear about this lately. Researchers have documented that if we are to solve complex work tasks, think new things through and implement changes, people must meet and collaborate.

3. How effective are we really at home office?

We know this is a firecracker. Many people have claimed during the pandemic that we are so much more efficient in the home office. It may be that it is more efficient for certain work tasks, but we humans tend to justify our own efforts. We are so much more efficient when "we don't have to be interrupted by colleagues", spend time transporting ourselves to and from the office and don't have to touch our work clothes.

4. What is really best for the employees?

We don't always know our own best. When it comes to mental health, researchers have found that working from home can lead to poorer mental health. It's easy to become unsure of your own role, leadership becomes less clear, and the social support we often get in the office disappears. I have also previously argued that working from home reduces gender equality. Because female employees more often work from home than their male colleagues. They take on more responsibility for children and home and are therefore less visible in the office.

5. How do you build trust in each other?

All people like and need to be seen, both by managers and colleagues. Trust cannot be ordered or bought, it must be built over time. It is the small meetings, smiles, discussions, feedback and feedback that create trust between people. If half of the employees are always at home, the trust-building work suffers. Over time, the organization weakens and becomes less competitive.

6. How are the results actually created?

Results are rarely created by individuals alone. Results are created by individuals who carry out activities and tasks towards a common goal. The goal is determined by the organization and is often the dream of success. By not having a clear understanding of what creates success and results, the organization loses power and energy and the results are less good than if we know where we are going.

If you need help setting up your next management meeting to discuss how to bring working life back to the new normal after the pandemic, we have a lot to contribute.

Contact Ingjerd Birkelund, Considium Consulting Group b irkelund@considium.no – mobile 93407072