Governments are ignoring their own workers' voices on remote work

Recent surveys reveal a significant disconnect between government agencies and their employees regarding telework preferences. A survey conducted by Eagle Hill Consulting found that, shockingly, 68 percent of federal, state, and municipal government employees say they have never been asked by their agencies about their telework preferences.

Given the raging debate about telework in Congress and in the Biden administration, you’d think that getting data about worker preferences represents a key question around telework.

Most likely, it’s because the agency leaders knew they wouldn’t like what they heard. The survey shows that 56 percent of respondents prefer remote or hybrid work arrangements. Moreover, 46 percent indicate they would consider leaving their jobs if remote work options were reduced — a figure that rises to 64 percent among Gen Z workers.

Remote work offers numerous benefits, including improved agency culture and enhanced productivity. According to the Eagle Hill survey, 68 percent of government employees believe remote work improves agency culture.

This suggests a substantial oversight by agency leaders, who may be avoiding the truth that employees overwhelmingly favor remote work. The reluctance to embrace telework seems at odds with the potential benefits. Employees value flexibility, citing better work-life balance, reduced stress, and lower costs as significant advantages of remote work. Yet agency leaders continue to push for increased in-person work, despite these clear preferences.

This disconnect points to a larger issue: The traditional work model is struggling to adapt to the evolving needs of a modern workforce.

In tandem, a separate survey by the Federal News Network reveals that 64 percent of employees on a hybrid schedule feel less productive in the office compared to their remote setups. Employees question the rationale behind returning to the office, particularly when they are required to attend virtual meetings that could just as easily be done from home. Many report that coming into the office has not improved collaboration and, in some cases, has hindered productivity due to distractions and long commutes.

The introduction of "core collaboration days," intended to optimize in-person interactions, has not yielded the expected results, with more than 40 percent of respondents stating these days adversely affect staff morale and productivity. The lack of clear communication from senior leadership further exacerbates the issue. According to the Federal News Network survey, more than half of the employees report that the rationale behind returning to the office has not been clearly communicated, and more than one-third strongly disagree with the reasons they have been given.

This lack of transparency leads to a growing sense of distrust among employees, who feel their concerns are being ignored.

The shift back to office work has not only affected productivity but also shaped perceptions of leadership. According to the Federal News Network survey, 47 percent of federal employees now hold a more negative view of senior leaders due to return-to-office mandates, with less than 5 percent having a more positive view. This sentiment reflects broader distrust in the motives and decision-making of those at the helm.

Many employees express a belief that the push to mandate office attendance is less about enhancing work outcomes and more about political motivations or economic considerations. Federal employees widely suspect these mandates are politically motivated, aimed at responding to congressional concerns or intended to revitalize local economies with a heavy federal presence, such as that of Washington, D.C. This perception suggests a misalignment not only in the execution of policies but also in the foundational goals these policies are supposed to serve.

Moreover, the emphasis on physical presence overlooks the fact that many tasks can be accomplished efficiently from outside the office.

The anticipated benefits of increased in-person work were noted in the April 2023 memo from the Office of Management and Budget. The memo underscores a vision for "purposeful, well-planned" in-person work, but the reality, as voiced by the workforce, tells a different story.

The collective discontent highlighted by these surveys suggests a pressing need for an overhaul of current strategies. Federal leaders must ask themselves whether the traditional office model serves the best interest of a modern workforce. They need to consider adopting more flexible, data-driven approaches that prioritize employee well-being and productivity over mere physical presence.

To bridge this gap, government agencies must actively solicit and incorporate employee input into telework policies. This begins with open dialogues where employees feel safe expressing their preferences without fear of repercussion. By understanding the desires and concerns of their workforce, agencies can craft policies that balance the benefits of remote work with the necessity of in-person collaboration.

Thus, the Eagle Hill and Federal News Network surveys reveal a stark reality: government agencies are not adequately addressing the telework preferences of their employees. This oversight not only risks employee satisfaction and retention but also undermines the potential benefits that flexible work arrangements can offer.

Agency leaders must recognize the changing landscape of work and proactively seek to understand and incorporate employee preferences into their policies. Only by doing so can they ensure that government agencies remain competitive and effective in today's rapidly evolving work environment. By embracing flexibility and fostering a culture of trust, government agencies can lead the way in modern workplace practices, attracting a diverse and talented workforce that values work-life balance and autonomy.

In a world where the future of work is increasingly defined by flexibility and adaptability, government agencies must rise to the challenge and prioritize the needs and preferences of their employees.

Gleb Tsipursky, Ph.D., serves as the CEO of the hybrid work consultancy Disaster Avoidance Experts and authored the best-seller "Returning to the Office and Leading Hybrid and Remote Teams."