President’s Message to Boards and Decision Makers: Hybrid vs. Office – Assessing the True Cost of the Return

The recent Bloomberg article by Lucy White, titled Return to Office May Reverse UK Women’s Gains on Working Hours, brought into focus a critical issue that, if overlooked, may have lasting repercussions not just on our female workforce but on our national economic landscape as well.

First, let’s talk numbers. Women in the UK have been putting in more hours than ever before, thanks to the hybrid work model.  My post sharing this article on LinkedIn, which has received thousands of views, many comments and re-posts, reaffirms this sentiment: for many women, this newfound flexibility is not just convenient but essential. It has allowed many to strike a balance between their domestic responsibilities and their career aspirations. In a world where we’ve lost 4,000 childcare providers in a year and witnessed 5,000 nurseries close their doors, such flexibility is not a luxury; it’s a necessity.

This isn’t just about women, though. Half of new fathers and partners eligible for paternity leave face rejection when seeking flexibility. This paints a broader picture. The pandemic has not only revolutionised where and how we work but has also reframed the responsibilities and expectations in many households. For many families, hybrid work isn’t just about convenience; it’s about survival.

So, I am asking, our Boards and decision makers, this crucial question:

Have we really thought this through?

Shifting back to a traditional work model will undoubtedly affect the progress we’ve made during the pandemic. The comments from my LinkedIn post underline this. One reader states that for many women, “the new flexibility… has been the key to getting back to full-time work.” Another underscores the wider impact, mentioning how reduced flexibility affects not just mothers, but those caring for elderly or sick relatives, the disabled, and those with long-term health conditions. For these individuals, a return to office is not merely inconvenient but severely challenging.

This sentiment resonates deeply with my personal experiences. Having grown up with disability in my family, I’ve witnessed first-hand the devastating impact of inflexibility. A world of hybrid work would have been transformative for a much-loved Aunt who was compelled to retire due to decreasing mobility. It deprived her of a cherished vocation, something that brought immense joy to her life and at which she truly excelled.

Furthermore, our decision impacts not only the dynamics within our households but our macroeconomic stability as well. A tight labour market, influenced by factors like Brexit and post-pandemic challenges, has seen some relief from these increased working hours, especially for women. This is one of the few positives that, in part, alleviates some of the challenges. This means we are not only discussing gender dynamics but also our inflation rates, our economic health, and our societal well-being.

To step back from the hybrid model is to put at risk the advances we’ve made during this pandemic. The increasing work hours from women, the balancing act between domestic duties and work, and the evolving expectations in many households – all these are threatened by a return to rigid office hours.

Our decisions as leaders reverberate beyond business, affecting societal well-being, gender equality, and countless livelihoods in a rebounding economy.

We stand at the crossroads of change.

So, before making a call, I urge you to reflect upon these questions:
How can we retain the gains we’ve achieved during the pandemic?
How can we ensure that the strides we’ve made towards a more inclusive and flexible work environment aren’t lost?

As leaders, our collective choices will define the future of work.

Thank you for your attention to this critical issue.

Anna Lane

WIBF CEO & President