In the wake of the COVID-19 pandemic, the dynamics of the workplace have undergone a seismic shift. While some heralded the return to office as a sign of normalcy, evidence suggests that for many, this transition has been far from smooth sailing. Nowhere is this struggle more evident than with US federal government employees, particularly those within the Department of Justice (DOJ).
At the beginning of the year, the DOJ initiated a return-to-office policy, requiring much of its workforce to be present in person for up to six days per pay period, equating to roughly three days per week. However, for Assistant US Attorneys (AUSAs), the situation is even more stringent. While approximately 70% of AUSAs currently enjoy the flexibility of two days per week of telework, recent changes in telework policies within certain offices have left many feeling stranded.
A survey conducted by the National Association of Assistant U.S. Attorneys (NAAUSA) revealed a stark contrast in job satisfaction between those with telework options and those without. In offices where routine telework has been curtailed, a staggering 81% of respondents admitted to actively seeking alternative employment opportunities. This dissatisfaction stands in contrast to offices where some level of telework is maintained, where only 42% of respondents expressed a desire to leave their current positions.
NAAUSA Vice President Adam Hanna aptly summarizes the situation, noting that the elimination of routine telework has triggered a “workforce revolt.” It’s a sentiment echoed by employees across various offices, underscoring the critical importance of telework in retaining talent and maintaining morale.
While the responsibilities of AUSAs often necessitate their physical presence in the office, the outright elimination of telework options appears a short-sighted approach. Hanna emphasized the need for a diverse pool of talent within the DOJ, highlighting the role that telework plays in attracting and retaining high-performing individuals.
The survey results paint a nuanced picture. While a majority of AUSAs express satisfaction with their current telework arrangements, a significant portion would reconsider their positions if faced with more restrictive policies. It’s a testament to the value placed on flexibility and work-life balance, crucial factors in the recruitment and retention of top-tier talent.
In response to the survey findings, NAAUSA has urged DOJ leadership to implement consistent telework policies across all offices. The organization recommends a minimum baseline of two telework days per week, citing the importance of treating employees as responsible professionals capable of balancing in-person and remote work effectively.
The issue extends beyond individual preferences, resonating with broader concerns surrounding recruitment, retention, and workplace culture. Employee organizations within the DOJ have united in calling for a review of return-to-office mandates, citing potential negative impacts on productivity, diversity, and inclusion.
These findings align with broader evidence on the positive impacts of telework, such as from The Office of Personnel Management’s annual report about telework in the federal government. That report shows telework exerts a profound impact on retention rates, evidenced by a staggering 68 percent of teleworking federal government employees expressing intent to remain in their current positions. In contrast, a mere 53 percent of non-telecommuters harbor similar intentions, underscoring the pivotal role of telework in fostering employee loyalty and commitment.
As the DOJ grapples with the fallout from its return-to-office policies, the imperative for thoughtful, data-driven decision-making has never been clearer. The experience of DOJ employees serves as a cautionary tale, highlighting the pitfalls of hasty return-to-office mandates.
As businesses and government agencies navigate the complexities of a post-pandemic world, prioritizing the needs and preferences of employees is paramount. By embracing flexibility, fostering a culture of trust, and heeding the lessons learned from the DOJ’s struggles, organizations can chart a course towards a more resilient and adaptable future.
The benefits of telework extend far beyond individual convenience. Research has consistently shown that telework can lead to higher levels of job satisfaction, increased productivity, better innovation, improved mental health, and stronger work-life balance among federal government employees, as well as employees in the private sector.
However, the benefits of telework are not limited to individual employees; they also extend to organizations as a whole. By embracing telework, organizations can realize cost savings through reduced overhead expenses, such as office space and utilities.
Additionally, telework can lead to greater operational resilience, allowing organizations to maintain business continuity in the face of unforeseen disruptions, such as natural disasters or public health emergencies.
Telework represents a transformative opportunity for organizations to reimagine the future of work in a post-pandemic world. By embracing telework, organizations can empower employees, enhance productivity, and foster a more inclusive and resilient workplace culture.
However, realizing the full potential of telework requires thoughtful planning, investment in technology and infrastructure, and thorough training of managers in how to lead hybrid teams. As organizations continue to adapt to the evolving demands of the modern workplace, telework will undoubtedly play a central role in shaping the future of work for years to come.
