In the realm of remote work aspirations, individuals navigating their career trajectory may encounter a subtle bias favouring those in physical office spaces. A striking 87% of chief executives, as per the findings of KPMG’s CEO Outlook Survey, express their intent to reward in-office employees with various incentives, including favourable assignments, raises, or promotions. This inclination towards recognizing in-office contributions aligns with the prevailing trend urging employees to return to traditional workspaces, often accompanied by repercussions for those choosing otherwise. A recent report from Resume Builder unveils that nearly 28% of employers are prepared to issue termination threats to those not complying with Return-to-Office (RTO) mandates. Instances from companies like Meta and Amazon amplify this trend, as they hint at potential negative performance reviews and job forfeitures for employees resistant to the return to in-person work.
However, the unintended consequences of these in-office mandates and rewards become apparent when juxtaposed against the backdrop of diversity, equity, and inclusion (DE&I) initiatives. While the survey underscores the importance of physical presence, it also highlights that 66% of respondents acknowledge the sluggish progress of DE&I endeavours. The study underscores how these in-office rewards might inadvertently exacerbate existing challenges for marginalized groups.
It emphasizes that individuals from marginalized populations often grapple with barriers hindering their career advancement. In-office rewards may inadvertently exclude them from crucial aspects such as mentorship, coaching, and access to promotion opportunities. The survey serves as a reminder that leaders must acknowledge not only the willingness but also the ability of employees to return to physical offices. Primary caregivers, often women, may necessitate remote work to fulfil family responsibilities, while disabled individuals, who thrived in remote work setups, may confront challenges returning to traditional workspaces.
The study also suggests that certain groups, especially white men, maybe disproportionately favoured, potentially further marginalizing already underrepresented voices. To foster inclusive work environments, leaders must transcend inflexible in-office policies and consider the unique circumstances of each employee.
Rewarding employees based on their physical presence may inadvertently convey a message devaluing the contributions of remote workers. It is imperative to ensure fair and equitable access to viable careers for all, reinforcing the importance of inclusivity in the evolving landscape of work.
