How HR Can Ensure a Smooth Return to the Office

Interview with: Robert Stone, Director, People & Culture, CHEP Network

"What people want from a career perspective, and what they expect from their employer, is very different now from what it used to be. As people transition back to the office, HR needs to identify and address the bottlenecks, and plan for future requirements," says Robert Stone, Director, People & Culture, CHEP Network.

Stone, who was part of the HRD Global 100 List 2022, was a speaker at the Marcus Evans HR Summit 2024.

As many companies transition back to physical workspaces, what are people looking for and how can HR cater to their needs?

The two big drivers of what people want now - and what we are seeing successful organisations do - is purpose and clear communications. Clarity around how their career is progressing and how it filters up to that purpose. They want to understand how their work aligns with their values and beliefs. This is a big change. In the APAC region, we have changed from a business-based market to employees controlling their own destiny. That has changed how 9 to 5 and business operating models look like. People want flexibility, a better work-life balance, clarity around direction and what they can do. Small- to medium-sized organisations have caught up with this, and can now compete with well-established organisations for top talent. The playing field is more equal than it has ever been. People are buying into the role and the people they work with, as much as the organisation itself.

It is more important than ever for organisations to cater to their employees' needs. They need to have open conversations on an individual basis. Historically, companies would have a vision and mission set on an executive level that never really meant anything to anyone else. They were just words on a wall or website. Now people want to see those actions coming from leadership as well.

Does HR need to focus more on personal development?

We have tripled down on individual personal development. We have six-month guardrails around what our people want to do. The old way of 12-month reviews is too slow. We have an almost always-on approach and coaching conversation with every employee. Sometimes you cannot support people in certain ways, for example when there are no positions up for promotion, but as a global organisation we try to address that by considering where people can potentially move.

How can HR ensure a smooth return to work? What are the bottlenecks?

Many bottlenecks exist because the transition is often sudden or fast. The pandemic accelerated more agile ways of working, and we discovered that we could do our jobs remotely. People came to like their new lifestyle. All of a sudden, some companies had firm mandates for people to return back into the office. What we have tried to do, what HR needs to do, is to have a reason and a purpose for people to return. A cultural environment that people want to be in, not because they must. As a creative agency, we believe that as much as we can do our jobs remotely, human connection actually elevates our work. We have not so much mandated a return to the office, but we have identified all the bottlenecks preventing people from doing so, whether it's travel costs, picking up or dropping off children, wanting more time for health and wellness etc. We have tried to eliminate all those barriers as much as possible. It is important to create a culture around why your people want to be there, rather than forcing it on people.

What does it take to achieve a motivated workforce, make people feel valued and heard?

It all goes back to open communication. There are so many ways to listen and allow people to have a voice. Historically companies wouldn't open up to everyone, as not being able to please everyone could potentially cause more damage than good. But I think once you open up, people value being heard even if you cannot please them. There are many technologies that allow organisations to have an always-on platform, and to use that data to make more meaningful decisions. When we put out any forms or surveys, we go back and respond with an action plan. If you don't act on these things, that is when you create problems. Times are changing, and people appreciate a more vulnerable and accessible leadership team.

What trends should HR prepare their organisation for?

Machine learning and AI are going to happen. HR needs to identify the roles that will become redundant, and start upskilling people and changing their career path at an early stage. People are scared of what impact it can have, but I find it exciting as it will take away the administrative parts of their job and allow them to be a more upstream strategic partner. We need to prepare and identify what efficiencies it can add, and train people accordingly. It will be difficult for those companies that don't evolve with the times.

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