NEW INCENTIVES COULD BOOST SATISFACTION WITH IN-PERSON WORK, BUT FEW EMPLOYERS ARE MAKING CHANGES

Justin Ryan Horton has two jobs. When he’s not putting in 24-hour shifts as a firefighter, the 22-year-old is working as an administrative assistant for a local community college from his home in Colorado Springs.

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Firefighting is, of course, not a work-from-home kind of job. So when the community college position gave Horton the choice to clock in remotely, he took it.

“I’m gone a lot being a firefighter,” Horton said. “Instead of coming home and then seeing my family for a few minutes before leaving to go to my other job... I feel like I have just more time with (them) when I work from home.”

The COVID-19 pandemic upended what working looks like for millions of people all around the world. While many jobs can only be done in person, swaths of employers shuttered their physical doors and moved their workplaces increasingly online.

Workers have since begun to return to the office in waves, at least for part of the week, and navigating that transition is an ongoing and significant hurdle for employers and workers alike. And many simply cannot fathom a return to the pre-COVID status quo, changing how companies approach their staffing needs.

Retaining employees who don’t want to work in person is an issue for companies, but relatively few employers (13%) have introduced new incentives that would make employees more satisfied with it, according to a newly released poll conducted by NORC at the University of Chicago.

About 3 in 4 human resources representatives say that retaining employees who don’t want to work in the office is a problem — including 19% who call it a “major problem.” Another 54% of HR representatives call it a minor problem. And only about one-third of HR professionals say employees at their workplace are “extremely” or “very” happy about returning to the workplace.