Why are we commuting for hours to spend 80 minutes of face time?

Toronto has one of the longest commutes by public transit in North America, 56 minutes one way, only beaten by New York City at 58 minutes and Chicago and Washington, which tie for second at 57 minutes.

Given that, commuters can be excused for feeling frustrated when they come to the office only to spend the day on tasks that could easily be performed from home. Yet a significant body of research, including the recent Survey of Working Arrangements and Attitudes (SWAA), reveals that employees spend a surprisingly small portion of their office day on in-person activities, raising questions about the efficiency and necessity of office mandates.

The SWAA, conducted by prominent flexible-work scholar Nick Bloom and his colleagues Jose Maria Barrero, Shelby Buckman and Steven J. Davis, reveals a stark reality: on a typical office day, employees spend only about 80 minutes on in-person activities. The remainder of their time is devoted to tasks such as video conferencing, emailing and using communication tools like Slack — tasks that are equally manageable from the comfort of their homes.

The minimal difference in the distribution of face-to-face meetings between home and office settings underscores that they don’t need to commute for tasks that can be effectively handled remotely.

The data on commuting is compelling. A survey by Hubble found that 79 per cent of respondents liked working from home due to the lack of a commute. According to a survey by Zebra, 35 per cent of respondents would be willing to take a pay cut in exchange for a shorter commute. Peer-reviewed research found that longer commute times correlate with lower job satisfaction, increased strain and poorer mental health.

The solution to this inefficiency is not to eliminate office days altogether but to rethink their structure and purpose. Office days should be reserved for activities that genuinely benefit from in-person interaction. Team meetings, brainstorming sessions and collaborative projects are prime examples of things that can benefit from a face-to-face environment. By concentrating these activities on designated office days, companies can ensure that employees’ time spent commuting is worthwhile.

Flexible work arrangements, which include both remote and hybrid models, have demonstrated numerous benefits. These include increased productivity, improved mental health and greater job satisfaction. When employees are given the autonomy to choose where they work, they are more likely to feel valued and trusted, leading to higher morale and reduced turnover rates. Flexibility also allows for a more inclusive workforce, accommodating those with caregiving responsibilities, health issues or other constraints that make daily commuting challenging.

For organizations looking to optimize their work models, several strategies can be implemented to enhance the effectiveness of flexible work policies. First, clear communication is essential. Clearly articulate the expectations and objectives for both remote and office work. Ensure that employees understand the purpose of office days and the benefits of in-person collaboration.

Second, schedule in-person activities that require face-to-face interaction on specific days. This could include team-building exercises, project kickoffs and strategy sessions.

Third, leverage technology to facilitate seamless communication and collaboration between remote and in-office employees. Invest in tools that support hybrid work environments, such as advanced video conferencing systems and collaborative software.

Lastly, regularly solicit feedback from employees regarding their experiences with remote and office work. Use this feedback to refine and adjust policies to better meet their needs and improve overall satisfaction.

The data from the Survey of Working Arrangements and Attitudes underscores the inefficiency of current office mandates and highlights the need for a strategic rethink of work arrangements. By focusing on meaningful in-person interactions and allowing employees to work from home for tasks that do not require their physical presence, organizations will reduce unnecessary commuting, increase productivity and enhance employee well-being. This balanced approach not only addresses the frustration of commuting for unproductive office days but also positions businesses to thrive in a rapidly evolving work environment.

GLEB TSIPURSKY, DUBBED THE “OFFICE WHISPERER” BY THE NEW YORK TIMES, IS CEO OF THE FUTUREOF-WORK CONSULTANCY DISASTER AVOIDANCE EXPERTS AND AUTHOR OF SEVEN BOOKS. BASED IN COLUMBUS, OHIO, HE IS A FREELANCE CONTRIBUTING COLUMNIST FOR THE STAR.