#CostaRica 🇨🇷 #BDS_Article:  The Return to On-Site Work: Balancing Business Needs and Employee Well-Being

In recent days, there has been widespread international debate regarding the authority of employers to adjust or even eliminate the practice of telework.

During the COVID-19 pandemic, telework became almost the only option for thousands of businesses to survive the restrictions on movement and confinement measures. This period, which we now recall as a surreal time, led many organizations to implement remote work, transforming the traditional concept of the workplace, team dynamics, and the style of leadership required to manage geographically dispersed workers.

Certainly, telework has provided an opportunity to save the time that was once spent commuting, avoiding the traffic and stress associated with large cities. This has allowed employees to become more efficient and enjoy more time for personal purposes. As a result, many organizations have felt pressured to offer telework options to remain competitive in attracting and retaining talent.

However, some companies have expressed that this modality has negatively impacted their operations, especially in activities that require:

• Improved collaboration: Face-to-face interaction is vital for innovation, creativity, and cohesive team development.
• Organizational culture: The company’s values and identity are more effectively strengthened in an on-site environment.
• Productivity and efficiency: Certain processes are optimized on-site and may be compromised in a virtual setting.

Additionally, there has been an increase in cases of mental health issues, depression, and even suicide within organizations during the intensive telework period. This suggests that remote work is not suitable for all workers and may have significant implications for emotional well-being.

Challenges of Hybrid Models

To balance the interests of both the company and employees, many organizations have adopted hybrid work models. However, these often lack clarity in crucial aspects:

• Scope of telework: Is telework expected to take place from the employee’s home, or are other regions or countries permitted? Defining this is essential to set expectations and legal obligations.
• Compatibility with other jobs: The flexibility of telework can lead some employees to take on additional jobs. It is critical to define in company policies whether this is acceptable and how it may affect performance and confidentiality.
• Availability for on-site work: Changes in the frequency or number of on-site workdays can generate resistance. Managing these transitions with sensitivity and effective communication is important.

Strategies to Address the Situation

We can play a key role in resolving these challenges by considering some of the following measures:

1. Clear and transparent communication: Establishing well-defined policies on work modalities, expectations, and responsibilities. This includes openly discussing the benefits and limitations of each modality.
2. Employee participation: Involving employees in decisions related to the place and modality of work. This can increase engagement and acceptance of the implemented policies.
3. Adoption of advanced technologies: Using tools that facilitate collaboration and performance tracking, regardless of physical location. Artificial intelligence (AI), for example, can enhance operational efficiency and offer new ways to interact.
4. Focus on mental well-being: Implementing support programs and resources to address the mental health challenges associated with telework and the return to on-site work.

In conclusion, the answer to the question of whether a company can change or, in some cases, eliminate telework is often yes; however, there is no one-size-fits-all solution. It is essential that companies are well-informed and base their decisions on data and thorough analysis, beyond perceptions or passing trends. By balancing operational needs with employee well-being, we can create healthier and more productive work environments.

Alejandro Trejos

Partner at BDS Asesores