The best workplace policy in 2023 is the one that fits for YOUR organization

After nearly three years of COVID-forced remote work and flexible workplace policies, there’s now a debate raging over what the future of work should look like. Now that the COVID threat has subsided, companies are grappling with whether they should remain flexible, or force employees back to the office.

Dozens of articles aim to forecast the future or advise business leaders on the best course of action.

McKinsey has devoted significant resources to studying the benefits of and workers’ demands for flexible work, concluding that with 87% of employees taking advantage of work flexibility, it’s logical that employers will continue offering it. Other studies have found that employees would even choose flexible work options over a pay increase or other tangible, financial benefits. Hybrid work has even been declared the “best benefit” for 2023.

At the other end of the spectrum, some pundits have predicted “the great return.” Amid rumblings of a recession, massive layoffs and inflation, many believe employers will gain the upper hand in forcing staff back to the office under threat of losing their job. We’re hearing a lot about leaders being suspicious that workers aren’t as productive as they claim to justify a return-to-office mandate, despite little concrete evidence to support that assertion.

With 9 out of 10 companies planning to force employees to return to office, and others committing to a fully remote policy, we’re seeing such a wide spectrum. Meanwhile, the rest of the business world is somewhere in the middle, waiting to see how the results of these bold moves shake out before making a decision.

But what if you just ignored all the forecasts, predictions and pundits? What if, instead, you created a policy that works for your organization and your staff, regardless of what other companies are doing or the experts advise?

Related: How to get the hybrid work balance right

For 2023, the best flexible work policy is one that’s employee focused and maximizes your ability to attract and retain the talent you need to support business growth.

With half the workforce already self-declared quiet quitters and workforce engagement still in a slump, now more than ever, employers must be sensitive to employees needs. Specifically, the onus is on leaders to take responsibility for employees’ dissatisfaction. Throughout the pandemic, people have learned to value themselves more — to prioritize what’s important, including quality of life, their mental health and overall wellbeing. That means business leaders must, too.

Even amid layoffs, employees are still demanding to be heard, and organizations can’t afford to browbeat them into submission. Forcing them back to the office so you can look over their shoulder will only further drive down engagement. Do you really want employees in the office if they’re miserable? It could be an incredible waste of resources. If you thought quiet quitting was a problem before, forcing employees to work in conditions they loathe will only amplify their apathy, and they’ll probably spend most of their time looking for another job on your payroll.

Instead, build a policy that works for your employees and your organization. Be mindful of generational differences and how the expectations of Millennials and Gen Z employees around boundaries and work/life balance can also benefit baby boomers and Gen Xers.

Consider implementing a four-day workweek, which blends in-office structure with better work/life balance for employees. This best-of-both-worlds approach has proven to reduce absenteeism and burnout while boosting productivity and sales, as well as employee wellbeing and morale.

Read more: How to improve mental wellbeing in a hybrid workplace

Establish hybrid options with clear policies that set boundaries around who, when and how much employees can work remotely. Allow employees to request a schedule that works best for them but within the parameters of an established structure. This can satisfy leaderships’ desire to see bodies in seats and allay productivity fears while still giving employees the flexibility they need.

Track workforce data to understand what’s working and what’s not. Despite low overall engagement, remote or hybrid employees are more engaged than on-site, but the only way to know this is to measure and track these dynamics. Measure how well employees are meeting their individual and team goals and impacting overall business goals. Track their achievement and productivity over time to discover and/or validate whether the flexible arrangements you’re offering are effective. Adjust policies and schedules as needed.

Finally, remember that it’s not just about getting more work done but also the quality of that work. Take into consideration employees’ overall wellbeing and mental health and the impact that has on their tenacity and creativity. Is their work more (or equally as) innovative and impactful with flexible work? Performance matters as much — if not more — than presence.

Related: How to build a strong hybrid workplace culture

Business leaders often say that their people are their number one asset, and that they care deeply about their employees. But that has to be congruent with their policies and actions. Establishing rules and policies that don’t reflect that claim is guaranteed to undermine credibility. Instead, leaders must listen to and collaborate with employees to create the best possible environment to cultivate performance. That means establishing the level of workplace flexibility that balances employee needs and desires with company goals, regardless of what the forecasters say.

Noelle Federico is the CEO of Delta Hire, and currently serves as the director of project management for Bryn Law Group and is the founder of two organizations: youth literacy nonprofit A Generous Heart and consulting firm Fortunato Partners.