Can you share some practical advice that has successfully transitioned people from remote work to hybrid work (where they come into the office 2-3/5 days a week)? What incentives have proven effective?

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Director in Manufacturing, 1,001 - 5,000 employees
Personally my commute was short so I’d respond to free coffee. For others perhaps buy lunch one or two days a week.

Unfortunately our company did not use incentives. We need key cards to get into the building. CEO had our IT group create a database pulling key card data from every USA based site and if you weren’t in the office 3 of 5 - then one HR warning and next time terminated. And we are going 5 of 5 after September 4 (labor day in USA). All stick no carrots. This has been a recruiting problem for a while now. Until we see how the new CEO responds it’s going to be a challenging time. Initially new CEO is sticking to 5/5 strategy

I know the news reports say a lot of big companies are doing the same. This may work on workers over 45, but younger workers are just ghosting the company. I think hybrid is more reasonable. The next few years will be interesting as the boomers leave completely and Gen X starts to exit the workforce
Chief Technology Officer in Software, 11 - 50 employees
We made sure we put frame around it in terms of the why. Then we followed through on that. Our language was, the office time is for collaboration and meetings and working together on projects. Your remote time is to get your work done. Sure we have meetings remotely however the frame has them coming in, ready to have productive in person meetings and then get back to it on their remote days.
Director of IT in Manufacturing, 5,001 - 10,000 employees
In our organization , we use internal tools to monitoring our staff in remote work, our application capture webcam on staff laptop
Chief Technology Officer in Software, 501 - 1,000 employees
My organisation is increasingly seeing a trend to get people back in the office as well.  We and that vast majority of clients we work with view hybrid as the preferred model. We have seen success where there is thought put into the why we want to see people in the office and being transparent about it.  The reality is some roles and some people benefit from working together in close proximity more than others so having a view about what actual benefits are expected and actively measuring them is useful. If the reason is because organisations don't trust their employees and want them where they can be observed then that organisation already has bigger issues to deal with.
Being prepared to change your mind about things is helpful as well.  If I am in virtual meetings (as I often am having a geographically distributed team) then coming in to hide in a meeting room all day and essentially lose 2hrs a day to commuting is pointless, similar is if I come in an no one I need to see is there at the same time. Getting teams together to build relationships and experience working in person, especially for juniors is invaluable.  Making that a deliberate practice vs hoping it happens organically has also been successful for us (team-in-the-office days, team events, workshops, etc). It is disappointing to see organisations taking an all stick no carrot approach without nuance and seems tone deaf in todays market.
Senior Manager - IT Governance in Healthcare and Biotech, 201 - 500 employees
We impose two days per week in the office by default, with each function selecting a specific anchor day
Senior Director Engineering in Travel and Hospitality, 10,001+ employees
Whats worked clearly was non financial moves

1> Team building events at work
2> Office only days where there are no dial-ins to meetings
3> Free food
4> Involvement in key work related initiatives
5> CSR Initiatives
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Senior Manager - IT Governance in Healthcare and Biotech, 201 - 500 employees

Yes! I think volunteering together as a team is an untapped resource to organisations that is just so undervalued


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