Blind Weblog survey finds companies, workers disagree on WFH future


In the analyst community, we’ve been red-flagging an obvious (and costly) trend: companies which are constructing huddle and conference areas in office buildings beneath the assumption people would want to come into any office to use them. There is absolutely no empirical data that would be the case virtually. And a recent research by the Blind Weblog professional social networking implies that even tech businesses are all around the map, suggesting should study your people prior to making any decisions.

Let’s discuss what’s more likely to happen post-pandemic and just why you need to prevent your programs until you as well as your employees come in sync.

The Blind Blog survey outcomes

Blind is really a social networking like Linked-In that’s centered on business professionals. It provides 4 million customers around, which isn’t large sufficient to represent businesses globally but will be sufficient to spot specific developments.  The survey outcomes suggest that what several believe is about to occur – a partial or full go back to the office – not merely may not happen come early july but might not happen in some businesses at all.

Among the interesting outcomes is that lots of of these surveyed don’t believe their emotions are considered. Almost all respondents believe most will be at work by year-end back. But there is a preponderance of employees saying they aren’t heading back ever.

A few of the comments include:

    • “We’m not going actually back again to the office.”


    • “I really like WFH. The thought of driving to function each morning for 45 mins to one hour is therefore silly if you ask me right today. We reunite an [hour] . 5 to 2 [hrs] of commute each day we don’t receives a commission for. I remotely believe we are effective, in the tech industry especially, since the majority of our time is allocated to work rather than on small talk round the working office. The only individuals who I believe might feel otherwise will be the managers given that they spend the majority of their period on meetings since movie calls can be extremely draining.”


    • “I never desire to see the office once again because of commute and needing to dress up each day. Of dawn mostly commute and needing to get right up at the crack.”



If forced to return, they warn that efficiency could drop: “EASILY am forced to return in the workplace, no chance am I likely to put in exactly the same quantity of time I really do at this time with WFH. I keep the office once, I am done beyond answering several emails.”

You can find signs of age-related conflicts furthermore. One worker at a big tech business said: “Boomer bosses believe they can just place the genie back to the bottle. Properly, that’s not likely to happen to a person with an ounce of skill. No commute period, commuting cost, getting unwell because somebody in the working workplace is sick, and less visitors and pollution.”

Perks to the rescue?


Interestingly, what appears to attract people back again to any office isn’t the collaboration, however the perks.

“[Facebook] and [Google] workers will get back to office 100% ASAP because of free meals,” said one individual. “I want my free foods,” said another. “I’ll endure my luxury shuttle trip for an espresso and waffles, accompanied by an exotic cuisine for lunch time and a three-course supper. Mid-day maybe, I’ll even stop by the sweet look for some homemade ice lotion or perhaps a tart. Followed by a vacation to the brand-new fitness center to burn a few of it off.”

That last was from the Facebook employee and contains me wanting to have a look at their cafeteria suddenly. I’m wondering the way you even execute a cafeteria now also.

There is absolutely no consistency about a go back to work and what folks intend to do, which creates risks close to any related decisions. The proper perks could obtain a substantial number of individuals to return, but many workers appear to be shifting from that prospect and earned’t return whatever the perks away.

When this kind or sort of disparity exists, you must understand what your folks are thinking and decide whether you need to change your programs or work about them.  If you don’t look for out what your workers want or anticipate, you might be surprised. Imagine, for example, approving a multi-million-dollar workplace upgrade and then find your employees won’t keep coming back in.



Heading back to work can grow to be a lot more disruptive compared to the shift to home based this past year, because companies look like out of contact with employee feelings plus employees seem to be out associated with sync with company programs. That kind or sort of disparity may lead to productivity disasters if workers revolt directly or passively. (The latter is frequently known as the Glowing blue Flu in police.)

Understanding what employees be prepared to happen will be the first step in creating a post-pandemic program. Before you may spend money redesigning your workplace space, be sure that cash isn’t wasted by confirming your workers desire to come back again to the office. I’d suggest you retain track of employees who’ve been vaccinated also, or who got COVID-19, and identify probably the most critical workers. Then set up policies to make sure these critical employees aren’t unintentionally pushed out being an unintended consequence of one’s post-pandemic plan.

If there have been ever a right time and energy to get and keep maintaining a well-founded feeling of what your workers want, that is it. Plan accordingly.

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