Heading back to the office? Three practices matter most to hybrid workers.

See who likes hybrid most ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

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Building a better hybrid office In the news • Rethinking the return. As employees hesitate to return to daily commuting, bosses are relaxing the rules about going back to the office. In April, the CEO of a large US bank said that about 40% of the company’s 270,000 employees would be allowed to work partly from the office and partly from home. Wall Street and Silicon Valley employers alike are revisiting ambitious plans that asked workers to be on-site a certain number of days. In a tight labor market, managers worry that punishing workers who remain at home may push them to quit. [Bloomberg] • Taking attendance. Millions of workers have gotten used to the autonomy and flexibility that go hand-in-hand with working from home. But as companies renew calls for employees to return to the office, executives face a key decision: Should they keep tabs on worker attendance or trust that employees are doing their jobs? Although new software tools enable employers to collect data on when and how often workers are going to the office, experts say that using “bossware” (that is, surveillance software) can erode corporate culture. [NYT] Nearly 60% of our survey respondents working in hybrid models ranked work–life support in the top inclusion practices they want their organizations to improve. On McKinsey.com • Hooked on hybrid. Employees appear to be hooked on hybrid work, according to McKinsey's new research. In a survey of more than 1,300 workers spanning three continents, 75% said that they prefer a hybrid working model. Of that group, more than two out of three said that they would likely look for jobs elsewhere if asked to return to the office full time. Companies that don't offer opportunities for hybrid work risk losing employees, including younger workers, who without a hybrid work option are nearly 60% more likely than their older peers to leave. • What workers want. Inclusive workplaces increasingly enable companies to attract and retain top talent, McKinsey research reveals. Employees who work in an inclusive setting are seven times likelier to say that their companies are high-performing and are 47% likelier to stay. To learn what matters most to employees, McKinsey asked which inclusion practices workers want their companies to work hardest to improve. Every demographic said that three critical practices matter most in building an inclusive, hybrid workplace. — Edited by Belinda Yu    Get hybrid right Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007