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As more and more companies require employees to return to the office, they run into the buzzsaw of what I think of as the “Four Horsemen of the Required Return to Office”— specifically, challenges with resistance, attrition, quiet quitting, and diversity.
Resistance
The Four Horsemen stem from the fact that workers who are capable of working remotely prefer to do so for most or all of the time. Thus, workers facing inflexible return-to-office mandates show resistance, the first of the Four Horsemen. For example, when GM announced that all salaried employees would have to return to the office three days a week, it sparked intense employee backlash. This led to GM walking back its requirements and delaying any required return to office.
In a survey, Gartner found that only 3% of companies would fire noncompliant employees, and only 30% would have HR talk to those who don’t show up. Large US banks trying to force employees back to the office are meeting with high rates of up to 50% noncompliance. And many other employees are showing up for a part of the workday, from 10am to 2pm.
Attrition
Given this resistance, some workers simply quit, joining the Great Resignation—making attrition the second of the Four Horsemen. That includes top-level executives: Ian Goodfellow, who led machine learning at Apple, quit in protest over Apple’s mandated three-days-a-week return to office. European banks, which offer more flexible hybrid work policies, are using their flexible policies to lure talented staff from less flexible US banks. Smaller and more flexible financial planning firms are headhunting financial planners in larger and less flexible companies.
Quiet Quitting
Perhaps even more dangerous than resistance and attrition is the third of the Four Horsemen, quiet quitting. Quiet quitting can be worse than the much more obvious resistance or attrition, since quiet quitting rots a company’s culture from within. Ga… Read More
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