[Jjinbit] "Unilateral Reduction of Remote Work Does Not Help Companies... Dialogue Is Essential"

Advice from Associate Professor Anthony Klotz, Creator of the Term 'Daetwisa'
"Trying to Return to Pre-Pandemic Levels Will Be More Difficult"

Editor's Note[Jjinbit] is a shortened form of ‘Jung Hyunjin’s Business Trend’ and ‘Real Business Trend.’ This segment showcases trends in ‘work’ such as organizational culture and HR systems that have changed since the pandemic. Based on analyses from foreign media and major overseas institutions that have not received much attention so far, we will deliver fresh and differentiated information and perspectives.

Associate Professor Anthony Klotz, University College London, UK (Photo by Anthony Klotz's SNS)

[Asia Economy Reporter Jung Hyunjin] "Companies are reducing the benefits they provide to employees, thereby exposing themselves to potential retaliatory behavior from their staff."

Anthony Klotz, Associate Professor at University College London in the UK, said this in an interview with The Wall Street Journal (WSJ) published on the 27th (local time). Professor Klotz is the person who coined the term ‘Great Resignation’ referring to the mass resignation of workers during the COVID-19 period. He stated, "The Great Resignation has ended in many ways," and said this can be confirmed through various data.

However, Professor Klotz believes the turmoil caused by the Great Resignation is not over yet. He emphasized that although the balance of power in the workplace is shifting from employees to management, companies should not overlook the importance of their employees. Professor Klotz said, "Employees may not leave their jobs. But if they feel that the company is reducing the parts they saw as ways to improve their lives in order to gain benefits, it will cause other problems."

◆ Remote Work as a 'Benefit'... What is Employee 'Retaliation'?

One of the main conditions companies offered to retain employees during the Great Resignation was remote work (WFH - Work From Home). As we entered the ‘post-pandemic’ era and the Great Resignation movement subsided, companies have been gradually reducing remote work this year. Debates over office return (RTO - Return to Office) have continued domestically and internationally this year. Especially with growing concerns about an economic downturn, employers’ voices demanding "employees must come to the office" have increased. Professor Klotz pointed out that companies should not revert the flexibility of work arrangements to pre-pandemic levels in a way that causes employee dissatisfaction.

Professor Klotz said, "Companies tend to invest in employees, and employees tend to match that investment. If employees feel the company is investing less in them, they start to feel less belonging or engage in deviant behavior." This means that employees who appreciate the benefits of remote work perceive it as an investment by the company, and changing this policy causes dissatisfaction. He added, "Deviant behavior varies. It can be slacking off at work, simply doing less work, or treating customers rudely or verbally abusing and criticizing colleagues in the workplace."

Most office returns are driven by management’s will. Professor Klotz said, "I have talked with many corporate leaders. They said, ‘If no one is actually in this space, I don’t feel like a leader.’" He added, "Often, leaders follow the golden rule (‘do unto others as you would have them do unto you’) and demand others to do as they did. But this is not a good approach. Each employee is different from you," he emphasized.

◆ "Consider the Benefits Gained Through Trust with Employees"

Corporate executives often complain that managing employees is difficult when working remotely. Attendance management is the core concern. To address this, some have introduced methods such as keeping voice channels connected in real-time or repeatedly checking via messenger whether employees are working, but these were eventually discontinued amid criticism of employee surveillance.

Professor Klotz said, "I understand what they mean. But this comes from a mindset of not trusting employees." He evaluated, "If you don’t trust employees, you micromanage. Micromanaging eliminates even the opportunity to build trust with employees." He added, "If you trust employees, management issues will be less problematic. While understanding that individuals who negatively impact the organization can cause damage, many companies can handle such situations. The benefits gained through building trust with employees outweigh the harm caused by a few problematic individuals."

To companies trying to return to pre-pandemic normalcy, Professor Klotz said, "We are at a special moment where many companies and workers can redesign how work is done. Innovative organizations say they need to talk with employees and bow their heads to maintain relationships with them." He continued, "If your boss approaches you and says, ‘What can we do? But let’s have a conversation,’ this itself sends a strong signal to employees that they are cared for. This is the kind of investment I mentioned."