Psychologist-Approved Design Strategies for Return-to-Work
As individuals report a greater loss of control and decreased trust in institutions (Šrol et al., 2021) during COVID-19, employers are left wondering how to facilitate a successful return to the office. Supported by thoughtful organizational policies, the design of the workplace itself may play an important role in encouraging return-to-work. Employees’ perceptions of return-to-work can be improved by mechanical control (think: workspace design) and empowerment (think: decision-making). Design strategies must go hand-in-hand with meaningful organizational strategies.
Mechanical Control
Employees who are informed about workspace-related decisions and participate in decisions about their own space experience greater psychological comfort (Vischer & Fischer, 2005) in the workplace. Employees with a lack of control over their workspace can experience learned helplessness and lack of motivation . Our workspaces have a potent effect (Fischer et al., 2004) on our perception of ourselves as effective employees and our value to the company.
The nature of “workspaces” has changed substantially since the beginning of the COVID-19 pandemic. As employees return to the office, we may expect their sense of belonging and territory to be altered. There is no recipe for the ideal workplace environmental design, but leaders should consider the following:
Can employees be provided with greater control in their individual office environment? This could include low-cost strategies, like task lighting, sound-masking devices, personalization (Miller et al., 2001), and flexibility to re-arrange furniture.
What can you do to improve the interior design (Lee, 2021) of your organization? Even adding some additional plants, kitchen amenities, and comfortable seating can go a long way!
How will you adjust your open-office floor plan? The intention of open-office spaces is to facilitate communication and interaction, but this may not be the case for all individuals (Lindberg et al., 2016). "Hoteling" or "hot-desking" can have negative effects as it limits employee control over their space.
Empowerment
Research is still limited on the full extent of work disruption during COVID, but we can look to other populations as a model to predict some of these impacts. For individuals who have taken long-term sick leave for common mental health disorders, for example, the psychosocial work environment is a key predictor (Lau et al., 2019) in returning to work, even when adjusted for symptoms and work ability.
We may expect to see something similar with return-to-work post-COVID. Employers should create a favorable psychosocial environment by empowering employee control over decisions and facilitating support from colleagues. Leaders may consider whether their company can support the following:
If there are alternative methods for doing their work, can the employee choose which method to use? This may include elective remote or hybrid work, as different individuals may benefit from different arrangements (Fan & Moen, 2023).
Can the employee set their own working hours (Iii et al., 1996) and decide when they are going to take a break?
Can employees influence the amount of work (Inegbedion et al., 2020) assigned to them?
When in doubt, engage with researchers and design teams who can establish a co-creation process where employees get to participate in the design and policies of their new space!
