What we are losing by moving to working from home

It’s too early to tell what effect this change will have long term, but there is no doubt something missing in the work day, argues Chris Blackhurst

Many now have flexible work weeks in terms of being in the office (PA)

Did the Covid-19 pandemic change us forever? I confess to being sceptical about such claims, believing that in the long run the axis will right itself.

But as we enter 2023, nearly three years after the beginning of the outbreak, the signs are that as far as working patterns are concerned the shift induced by lockdowns has become permanent.

Proof was there to see in the City of London before the holiday. Where once the bars of areas like Leadenhall Market would be heaving, on the day I was there, they were eerily half-full. This, in the run-up to the seasonal break, when those in the Square Mile would normally be catching up over a drink or several with old pals and clients before heading off. Here, it was clear, they’d already gone and what socialising there was to be done would be taking place nearer home, probably at mutually convenient pubs in the suburbs.

Spare a thought for those street-level businesses in the City, reliant upon the folks in the offices above. Their trade has been decimated. That’s after a grim lockdown, which they did well to survive, then working from home. As if that was not bad enough, there were train and tube strikes thrown in to make trade especially difficult.

It does not apply only to the City of course, but anywhere that supplies those making the daily commute, five days a week: sandwich makers, hairdressers, dry cleaners, shoe repairers, cafes, shirts and suits retailers, florists, taxis, gift shops, grocers… the list is a long one.

It’s easy to forget the damage and pain caused by the switch to journeying into the office only two or three days a week. What about the other days, what happens then, what effect do the no-shows cause for those who depend on customers five days a week for their living?

What is clear from a survey conducted by the Financial Times is that organisations are split as to what they’re asking of their workers. Most companies have adopted hybrid working, but while some are demanding staff return to the office several days a week, others are giving them much greater freedom to choose when they work from home.

Those opting for two or three days include PwC, Societe Generale, BlackRock, Abrdn and Aviva. Among the ones allowing flexibility are Allianz, Deloitte, EY, Lloyds Banking Group and AXA. As a result, Tuesday to Thursday are the busiest days in the City, while Mondays and Fridays are much quieter.

The study was focused only on financial and professional services but it’s a pattern that is being repeated right across the UK, in city and town centres and office parks. Striking as well is the lack of uniformity even within sectors. PwC, Deloitte and EY are accountants and consultants, but the former decrees two or three days while the other two are in the more relaxed, do what suits you, category.

In my own, admittedly less scientific, analysis, those bosses I know, by and large, are despairing. They would like their junior colleagues in as much as possible. In some cases, productivity is up and people are happier. Something, though, is badly missing. There’s not the spark there once was, not the laughs, not the creative energy. Put simply, one agency chief, said “it’s not fun anymore”.

He personally suspected there was a work ethic issue also - that yes, in theory, people were working harder or just as hard, but he queried the quality of that effort. It would be the sort of stuff that might fill up the hours at the desk in the office, while crucially what was missing was that intangible extra, the value added, which derived from asking someone to take a quick look over the shoulder, to see if what was being written could be improved, of the casual conversation while making coffee, of bumping into someone and he – as the experienced, wise bird – adding some nous. Gone, too, are the spontaneous socials, the drink after work, or taking someone for a quick lunch on the spur of the moment.

Another chief made the telling point that while many employees maintain they can feel the benefit of working from home, there is little external assessment of their health and wellbeing. Over the years he’d prided himself on spotting if someone’s mood was down or they were not feeling well. It isn't something he could replicate via Zoom or Teams.

Some employers have introduced “wellness” calls, a virtual meeting not governed by a particular agenda but an opportunity for a chat, to explore any issues and see how a person is feeling. While these were welcome, they are booked calls, awkward and not the same as seeing someone close-up.

It’s too early to tell what effect working is having and will have. The obvious and instant, as I say, are those small firms that so depend on the office workers trekking back and forth and popping out during their lunch hours. The consequences for the retail and service industries are profound, adding to the woes of already struggling high streets. Likewise, demand for large office buildings filled with desks is falling - it’s all about shared working spaces and laptops now.

It’s clear the transformation is permanent, even if its precise shape has yet to be settled. Long term, we do not know the consequences. I am going to stick my neck out and predict a loss of closeness, involvement and ultimately, loyalty. Those people basking in working from home at present and their employers should be careful what they wish for.