Hybrid work predominates in Latin America, but companies tend to increase office attendance

Despite the current predominance of hybrid work, the study shows that the issue is not resolved. This is because half of the companies surveyed plan to change their work model: 3% of them will migrate to a more remote model, 36% are yet to define it, while 12% will incorporate more working days in the office. Of this last group, 70% are companies that currently operate in hybrid models with two or three remote days per week.

Hybrid work brings several challenges for companies, especially in relation to people and space management. The most common is low attendance at offices, which affects one in four companies in Latin America. This may be attributed to a lack of tools to measure and incentivize attendance, especially in hybrid models. Identifying new employees who fit into the company's culture and retaining talent completes the list of the three main challenges.

“Most organizations do not know how to deal with this flexibility or how to generate employee identification with the corporate culture in a non-face-to-face way. In this way, they consider a return to face-to-face or an increase in face-to-face days as the only solution to such problems, without actually evaluating what opportunities there are to work on organizational culture and engage employees, even remotely. The answer to this question directly impacts talent retention and should not be ignored”, says the JLL specialist.

While companies are still trying to figure out how to answer this question, employees are demanding more flexibility. In 53% of companies, employees have a say in the number and choice of days they come into the office. On the other hand, in 85% of companies that operate in a face-to-face model, the decision is made by the employer.

An increase in the frequency of in-person work and therefore higher average occupancy could drive demand for office space, especially in the most attractive buildings in each market. In a new paradigm in which incentives for office presence are fundamental for companies, the quality and location of buildings are essential. Therefore, although hybrid models suggest a lower average office occupancy, the spaces must have other attractions.

“When designing the work model, one should not just think about attendance rules, but about how the company encourages employees to do well at work, whether remote or in the office, without generating stress and demotivation. This means new offices must encourage well-being. However, there is no single formula. It is important to continually measure the frequency of people, the use of spaces and the profile of their talents to find the most appropriate solution, also knowing that within the same company each area may have different needs. This analysis involves workplace strategy and change management. This way, it is possible to ensure that resources are not underused while others are overused”, says Andreza.

According to Roberto Patiño, director of Integrated Portfolio Services at JLL, changes in the work model also lead to changes in property negotiations.

“The metrics have changed. Previously, a number of square meters per person was calculated considering that they sat at their desks. Today, this is not what is expected. More square meters per person are needed because they are not restricted to their desks, they are circulating in integrative spaces, despite there being fewer people at the same time. It is necessary to remake the space, knowing that it is increasingly temporary. Companies no longer want long contracts of 5 years, as was common. These are smaller contracts, lasting 12 months, with preference for spaces that are already furnished”, he states.

The decline in face-to-face work in the office represents a challenge, but also a great opportunity. This is a unique moment to evaluate, honestly and based on data, what is the best work strategy for employees, aligned with the interests of the business.