Encouraging staff to return to the office

After two years of Covid and another two years on many businesses, charities included, are still facing challenges in encouraging staff to return to the office. With remote work becoming a new norm, leaders need to adopt thoughtful strategies to make the transition back to in-person work appealing and beneficial for their teams.

One effective approach is to communicate the value of in-office work clearly. Articulating the benefits of in-person collaboration—such as enhanced teamwork, spontaneous idea generation, and stronger relationships—can help staff understand why returning to the office is important. For example, the British Red Cross emphasised the significance of physical presence for rapid response planning. They discovered that being together in the same space allowed for quicker decision-making and fostered stronger team cohesion during crisis situations. As Mike Adamson, CEO of the British Red Cross, put it, “There’s a certain magic that happens when people are in the same room together. It’s about building relationships that are harder to foster over a screen.”

Creating a supportive work environment is another key strategy. Many charities have found success by implementing hybrid models that balance office days with remote work. Providing support for well-being is also crucial, addressing concerns like commuting and work-life balance. The National Trust, for instance, offered flexible working arrangements that allowed staff to choose a mix of office and remote days. This flexibility was particularly appreciated by those with long commutes or caregiving responsibilities. Hilary McGrady, Director-General of the National Trust, noted, “We recognise the need for flexibility in how and where we work, and we’re committed to supporting our staff in finding the right balance.”

Enhancing the office experience itself can also encourage staff to return. Making the office an attractive and comfortable place to work, with spaces designed for collaboration, quiet work, and socialising, can make a significant difference. Macmillan Cancer Support, for example, renovated their office spaces to include modern, comfortable furniture and collaborative work areas. They also introduced “Wellness Wednesdays,” where staff could enjoy free yoga sessions, massages, and healthy snacks.

Leading by example is another powerful tactic. When leaders regularly work from the office, it shows their commitment to the workplace culture and can inspire others to do the same. At Save the Children UK, senior leadership made a point of being in the office frequently, hosting informal coffee mornings and “Lunch with Leadership” sessions to stay connected with the team.

Fostering a collaborative culture is also essential. Organising activities that require in-person collaboration, such as workshops, brainstorming sessions, or team-building events, can make office presence more meaningful. Oxfam UK, for instance, organised “Innovation Days,” where teams from different departments came together to brainstorm and develop new ideas for fundraising and outreach. These in-person sessions often led to more creative and impactful initiatives.

Engaging staff in the decision-making process about returning to the office is another effective strategy. By involving staff in conversations and understanding their concerns and preferences, leaders can shape policies that reflect the diverse needs of their workforce. Barnardo’s, for example, held a series of workshops and surveys to involve staff in these decisions, ensuring that the policies were inclusive and well-received.

Offering development opportunities that are best delivered in person can also encourage staff to return to the office. The Royal British Legion launched an in-person leadership development program that included workshops, mentoring, and networking opportunities, available only to those who attended the sessions in person. Charles Byrne, now Director General of the English Speaking Union, emphasised, “Being in the office allows us to provide hands-on support and real-time feedback, which is invaluable for personal and professional growth.”

It is important to tailor the approach to your organisation. Different roles may have different needs, and the strategy for returning to the office should align with the charity’s mission and values. Cancer Research UK, for example, recognised that their research teams needed to be in the office more frequently due to the collaborative nature of their work, while their fundraising teams could work more flexibly. Michelle Mitchell, CEO of Cancer Research UK, explained, “One size doesn’t fit all, especially in a diverse organisation like ours. We’ve tailored our approach to ensure it meets the specific needs of each team.”

By adopting a carefully thought-out and tailored strategy, charity leaders can create a more compelling case for returning to the office. This strategy should resonate with the unique needs of their staff while supporting the organisation’s broader goals.