Kimberly Turnmire, VP of organizational development, emphasized that the institution's return-to-office policy needed to respect employees' perspectives, stating, "Nobody wants to be told to come back to the office three days a week arbitrarily." This insight sparked a key discussion on creating a more thoughtful and structured approach to RTO, moving beyond rigid mandates.
Turnmire reflected that pre-COVID office dynamics were unstructured, saying, "If there was an arrangement that deviated from that, it was between, typically, the manager and the employee, and HR had no knowledge of it." Understanding this history was crucial in addressing current challenges in their work environment.
The cross-functional team's main goals included balancing profitability, competition, and employee listening, thus forming the guiding principles of the hybrid RTO policy: "We have to be able to operate a profitable business. We have to be able to remain a competitive employer. We have to be able to hear our employees in this process."
Collection
[
|
...
]