"IBM's strategy is about adopting the best work method for the work being done," said an IBM spokesperson. "For example, small, multi-disciplinary teams of engineers, coders, project managers and designers work in close proximity, often directly with clients or end-users, continually generating and refining ideas."
One of the challenges with ending remote work is keeping employees happy. "It's going to require organizations to think about how to still provide flexibility for their workforce," said Deloitte's Volini. Companies removing the perk risk employee backlash and attrition. IBM, for instance, has been careful not to eliminate all flexible work arrangements. The company still offers ad-hoc work-from-home arrangements to accommodate appointments and child-care needs.
Having everyone in the office has had "quite a positive impact" on business, said Laermer. Meetings are more productive, and employee morale has improved, he said. Laermer claims that employees "didn't mind" losing their freedom. "Youngish people need structure," he said, adding that they have small apartments and might not have a good place to work, anyway. He still offers flex time and lets workers leave at 3:00 p.m. on Fridays.
"I think people have to be trusted," Laermer said. "But the working-from-home thing has to be on a per-person basis, and it can't be very often. It just doesn't work."
This article was provided by Bloomberg News.