The great workplace debate: Remote, hybrid or office?

September 13, 2024

The pandemic shattered our conventional notions of the workplace, demonstrating that employees do not necessarily need to be in their cubicles to do their jobs. When the lockdowns ended, however, we saw companies revise work policies and modernize facilities to entice employees back to the office. But when employees protested, hybrid models emerged.

With so many variations now on the table, will we ever find a solution that works for all, or is the future of work more fluid than ever?

What new normal?

The debate over where to work is not straightforward. While remote work generally allows us to focus more on tasks and avoid the dreaded rush-hour traffic, it also limits the social interactions that help us build authentic relationships with our coworkers.

There is research to support the former. McKinsey reports that 50 percent of businesses found remote sales models to be as effective, if not more, than the traditional model. United States architecture firm Gensler’s workplace survey also found that we excel at individual work and personal creativity while working from home.

Yet, many of us realized during the long months of lockdown that we craved face-to-face interaction. According to Gensler, the role of the post-COVID workplace has shifted from merely a place where people simply go to work to a place where people socialize and work with each other.

Anaya, a 25-year-old graphic designer in Jakarta, says she is most productive in the office. She limits her chatting to lunch breaks and the occasional work discussions with her colleagues.

This is not unique. A 2022 Jakpat survey found that 44 percent of Indonesian workers chose the work-from-office (WFO) arrangement post-pandemic. Around 21 percent preferred hybrid work, 19 percent wanted the freedom to work from anywhere (WFA), and only 15 percent opted for a fully work-from-home (WFH) setup.

For employers, the office makes for easier collaborating and monitoring.

“I do understand why companies want employees back in the office. Revisions are easier when we can coordinate directly, and if you have a question, you can just walk over to someone’s desk,” Anaya explained. “It’s easier than waiting for a reply because they’re taking care of their children or cooking lunch.”

However, as dealing with the morning rush hour and suffocating train rides five days a week is too much for some, many major companies have decided that a delicate balance of both worlds might be the key.

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A three-day compromise

Bukalapak, one of Indonesia’s largest e-commerce companies, has adopted a hybrid model. By requiring its employees to come in only from Tuesdays to Thursdays, every weekend seems like a four-day break. Though they still have to work remotely on Mondays and Fridays, staff can do so without worrying about traffic or needing office attire.

“After COVID-19 eased, we initially made office attendance voluntary. But we realized that if three out of five team members come in and the other two don’t, it makes coordination a bit harder. You come to the office but would still need to make Zoom calls,” said Suryo Sasono, the chief talent officer at Bukalapak.

“[The hybrid model] is a good mix of the collaboration that we expect, and they have free time with their own family. They don’t have to choose between work and life; they go hand-in-hand.”

Unilever Indonesia, one of the world’s largest FMCG brands, also has a three-day policy. Though its employees are free to choose their workdays, the most popular are Tuesdays, Wednesdays and Thursdays.

But most employees actually show up five days a week, according to Kristy Nelwan, Unilever’s head of communication and chair of the equity, diversity and inclusion board.

“There are things that are quicker to do together in terms of collaboration. You can sit together, chat and giggle. People do want to be able to work in the office together because human interaction is really exciting,” she said.

Across town in Google Indonesia, a similar policy has also gone into effect. But, a more enticing policy is the one that allows its employees to work at any of its offices worldwide.

“Since COVID, we can work one month a year anywhere. So if I want to work from Europe or Australia or the US, I can do that,” said Jason Tedjasukmana, Google Indonesia’s head of corporate communications.

Making offices more attractive

To bring employees back to the office with ease, companies have also tried to make their workspaces feel even better than home.

Google Indonesia’s office in SCBD exemplifies modern workspace design. Currently undergoing renovation, the space is far from conventional, featuring Google Doodle art corners, a foosball table, music equipment and a range of gourmet dining options. Googlers can work in any corner they choose.

Bukalapak offers additional amenities, including a swimming pool, Zen rooms with massage chairs, and free popcorn and coffee.

Unilever Indonesia’s South Tangerang complex provides a salon, a state-of-the-art gym, an outdoor basketball court, daycare facilities and cafes. But it’s not all about leisure. The office design prioritizes teamwork, with open seating areas replacing traditional meeting rooms.

“We would like to believe that their desk environment affects their performance. Focus, collaboration and clarity are important for our collective performance,” Kristy explained.

Read also: Waves, Wi-Fi and work: Into the Nomadland of Canggu

Finding what works

So is a flexible hybrid arrangement combined with swanky office facilities and features the answer?

There could still be communication challenges, according to Maggie Tiojakin, author and cofounder of BND/L Studios, a creative boutique that is part of The Jakarta Post Group.

“While many see it as a trust issue between management and employees, it’s more about communication. We need to be excellent communicators to handle remote work effectively. Let’s face it, face-to-face is still the best way to convey our messages clearly,” she said.

Stanford University also said hybrid work can create an office in-group and a home out-group, with the latter feeling excluded or overlooked for promotions. The British Red Cross also found that 26 percent of workers on remote or hybrid models felt more distant from their colleagues.

Yes, when working remotely, we can get ready just 10 minutes before a Zoom meeting and enjoy freshly cooked meals at home for lunch. But for those who struggle to balance the competing demands of work and home life, this can lead to burnout.

“When work and home merge, chaos can ensue. The boundaries between work and life disappear, and mental health issues can arise,” said Anish Daryani, the president and CEO of creative advertising agency Moonfolks, formerly M&C Saatchi Indonesia.

Which one works, then? The range of work arrangements now in play might not be a problem to solve but an indication of the answer: flexibility.

“Job descriptions that are overtly process-driven, individualistic and overtly left-brained can have room for hybrid or remote work,” said Anish, whose company was named one of the best places to work in the APAC region by Campaigns Asia 2024. “But for roles that are collaborative, creative and complementary, they would feel more at home in the office.”

In today’s tech-enabled, post-pandemic era, it appears there is no one-size-fits-all solution. Each company will have to figure out what works best for its culture, type of employees and goals.

Read also: AI & us: Navigating tomorrow’s workplace

This article is part of The Weekender, a biweekly tabloid that appears in the Saturday edition of The Jakarta Post. Offering a variety of feature articles on lifestyle and culture, it aims to enriching your reading experience. Subscribe here to access The Jakarta Post’s Saturday edition and all Premium content.