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<p>Hybrid work models have—since the covid-19 pandemic—become a&#xa0;wide-spread work model for organizations. However many organizations are still struggling to reach a&#xa0;state of stable usage of this models, especially when looking at the dimension of workplace flexibility. In Germany two thirds of DAX companies have implemented a&#xa0;return-to-office policy that mandates a&#xa0;set number of office days (e.g. per week) in the hopes of improving organizational culture, collaboration and last but not least performance. In this study with used a&#xa0;quantitative multi level study to examine if these return-to-office quotas really yield the desired effects. In this study we have to conclude that while return-to-office quotes indeed lead to a&#xa0;slightly higher in person presence in the office, other desired (indirect) effects cannot be confirmed. On the contrary there are rather negative consequences such as a&#xa0;strong decrease in employee engagement associated with these types of policies.</p><p><i>Practical Relevance: </i>Many companies find themselves in a&#xa0;zig-zag course of overhauling return-to-office policies especially associated with a&#xa0;change of top management and/or CHRO roles. These usually lead to controversial discussions within the management team as well as between company leadership and employees. Many of these discussions have strong emotional connotations and all parties are strongly convinced of their point of view, e.g. work-from-home is per se “bad” for the organization, while in person presence at the office as a&#xa0;single measure leads more or less automatically to all kinds of positive change. This leads to a&#xa0;lot of discussions solely revolving around the “right number” of in office days and other—much more influential factors—are completely overlooked.</p>

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Wirksamkeit von verpflichtenden Büroquoten in hybriden Arbeitsmodellen

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2025年2月11日

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  • Johanna Bath,
  • Simone Brauchle

摘要

Hybrid work models have—since the covid-19 pandemic—become a wide-spread work model for organizations. However many organizations are still struggling to reach a state of stable usage of this models, especially when looking at the dimension of workplace flexibility. In Germany two thirds of DAX companies have implemented a return-to-office policy that mandates a set number of office days (e.g. per week) in the hopes of improving organizational culture, collaboration and last but not least performance. In this study with used a quantitative multi level study to examine if these return-to-office quotas really yield the desired effects. In this study we have to conclude that while return-to-office quotes indeed lead to a slightly higher in person presence in the office, other desired (indirect) effects cannot be confirmed. On the contrary there are rather negative consequences such as a strong decrease in employee engagement associated with these types of policies.

Practical Relevance: Many companies find themselves in a zig-zag course of overhauling return-to-office policies especially associated with a change of top management and/or CHRO roles. These usually lead to controversial discussions within the management team as well as between company leadership and employees. Many of these discussions have strong emotional connotations and all parties are strongly convinced of their point of view, e.g. work-from-home is per se “bad” for the organization, while in person presence at the office as a single measure leads more or less automatically to all kinds of positive change. This leads to a lot of discussions solely revolving around the “right number” of in office days and other—much more influential factors—are completely overlooked.