Companies Are Trying These Perks to Get Employees Back in the Office

Based on an overwhelmingly positive reaction by the audience, offering childcare at the office could help to solve many of the challenges companies are having with enticing their employees to come back to the office.

During a session hosted last week by Cushman & Wakefield at the annual CREW conference in Atlanta, having such an amenity in-office – or at least nearby – could help to compensate for time lost and persistent stress by employees as companies adjust their return-to-office policies coming out of the pandemic.

Cushman & Wakefield’s recent survey showed that avoiding the commute (65%) was the No. 1 barrier for employees being asked to return, followed by work-life balance (62%). Remote workers are saving 54 minutes per day on average from their commuting time, the panel said.

For that reason, hybrid is the leading preference for work schedules, Erica Ruder, Managing Director, Cushman & Wakefield, said. Tech offices lean toward more remote work and legal offices lean to have less – if any, she added.

Employers are trying to sweeten the reason to return to office by subsidizing employees’ parking or paying for it altogether. Some give 90 days of free parking followed by discounted parking rates. Some are offering 90 days of free lunch.

Flexible schedules, complimentary shuttles from public transportation, commuting subsidies, enabling bike and scooter parking, and even pilot programs that provide autonomous taxis are other perks, but companies have shied from creating in-office childcare, according to those in the audience.

Companies, Employees Seek ‘Vibrant’ Work Locations

Central business districts are the preferred location for company headquarters. About 22% of companies say they are looking at relocating their offices. Being in a “vibrant” area is much preferred.

“Traditional suburban office parks are having a tough time attracting tenants, so they are being repurposed to create innovation zones,” Ruder said.

Workers facing return-to-office mandates so far have not performed better compared to their remote environment, the panel said. The survey showed engagement among employees returning to the office dropped by 26 percentage points and employees’ ability to do their best work fell by 19 percentage points.

Total Workplace Director – COE Lead Workplace Innovation, Cushman & Wakefield, said employer policies and mandates keep shifting.

“Employees are looking for consistency, and flexibility,” she said.

Gen Z (63%) is the cohort that most want to return to the office. They believe they are missing opportunities to learn and to network. Baby Boomers (40%) are least in favor of returning. Employees who do return are seeking a more comfortable work environment – less corporate-like, according to van Dam.

“Most just want time and space to focus on their jobs,” she said. “Offices need to find the right balance of being a ‘people place’ and a place to work.”

Wellbeing among workers is declining regardless of working in an office or remotely, said the panel.

“This is not weighing too much on productivity, but over time, it will. Wellbeing is the new amenity,” van Dam said.

The survey showed that remote workers are doing a better job of collaborating with teammates.

Offices need to offer a variety of office types such as open, closed, big, and small, according to van Dam.

Don’t ‘Oversteer’ Office Changes

“Companies can over-steer in their adjustments to the new office, which can be a turn-off for employees,” she said. “For example, putting too much emphasis on open spaces or social gathering spots that their employees don’t want or need.

“Keep in mind that returning to the office is important [sociologically] because many build life-long friendships (and even marry) their co-workers.

“Everyone wants to be back in the office and see their co-workers, but then everyone wants their own space.”

When implementing change, consultant Karon Woodcock SPHR, SHRM-SCP, Prosci Certified, said supervisors need to help their employees visualize what the new changes to the office will look like.

“Focus on what they are getting from the new office, not what they are losing,” she said. “Learn what is important to your workers by asking them or surveying them. Once policies or a new office layout is established, leadership should define the change, set a timeline for implementation, and figure out from where the employee resistance is coming. Leadership and middle managers need to model the new behavior.”