Return to office hits a snag: Young resisters

And in many cases, the decision to return pits older managers who view working in the office as the natural order of things against younger employees who’ve come to see operating remotely as completely normal in the 16 months since the pandemic hit. Some new hires have never gone into their employers’ workplace at all.

“Frankly, they don’t know what they’re missing, because we have a strong culture,” Gross said. “Creative development and production requires face-to-face collaboration. It’s hard to have a brainstorm on a Zoom call.”

Some industries, like banking and finance, are taking a harder line and insisting workers young and old return. The chief executives of Wall Street giants like Morgan Stanley, Goldman Sachs and JPMorgan Chase have signaled they expect employees to go back to their cubicles and offices in the months ahead.

Other companies, most notably those in technology and media, are being more flexible. As much as Gross wants people back at his ad agency, he is worried about retaining young talent at a time when churn is increasing, so he has been making clear there is room for accommodation.

“We’re in a really progressive industry, and some companies have gone fully remote,” he explained. “You have to frame it in terms of flexibility.”

In a recent survey by the Conference Board, 55% of millennials, defined as people born between 1981 and 1996, questioned the wisdom of returning to the office. Among members of Generation X, born between 1965 and 1980, 45% had doubts about going back, while only 36% of baby boomers, born between 1946 and 1964, felt that way.

And if anything, the rise of the delta variant of the coronavirus in recent days may fuel resistance among reluctant officegoers of all ages.

“Among the generations, millennials are the most concerned about their health and psychological well-being,” said Rebecca L. Ray, executive vice president for human capital at the Conference Board. “Companies would be well served to be as flexible as possible.”

Matthew Yeager, 33, quit his job as a web developer at an insurance company in May after it told him he needed to return to the office as vaccination rates in his city, Columbus, Ohio, were rising. He limited his job hunting to opportunities that offered fully remote work and, in June, started at a hiring and human resources company based in New York.

“It was tough because I really liked my job and the people I worked with, but I didn’t want to lose that flexibility of being able to work remotely,” Yeager said. “The office has all these distractions that are removed when you’re working from home.”

Yeager said he would also like the option to work remotely in any positions he considered in the future. “More companies should give the opportunity for people to work and be productive in the best way that they can,” he said.

Even as the age split has managers looking for ways to persuade younger hires to venture back, there are other divides. Many parents and other caregivers are concerned about leaving home when school plans are still up in the air, a consideration that has disproportionately affected women during the pandemic.

At the same time, more than a few older workers welcome the flexibility of working from home after years in a cubicle, even as some in their 20s yearn for the camaraderie of the office or the dynamism of an urban setting.

When they work apart, younger employees lose chances to network, develop mentors and gain valuable experience by watching colleagues close-up, veteran managers say.

In some cases, older millennials like Jonathan Singer, 37, a real estate lawyer in Portland, Oregon, find themselves making the case for returning to the office to skeptical younger colleagues who have grown accustomed to working from home.

“As a manager, it’s really hard to get cohesion and collegiality without being together on a regular basis, and it’s difficult to mentor without being in the same place,” Singer said. But persuading younger workers to see things his way has not been easy.

“With the leverage that employees have, and the proof that they can work from home, it’s hard to put the toothpaste back in the tube,” he said.

Alexander Fleiss, 38, chief executive of the investment management firm Rebellion Research, said some employees had resisted going back into the office. He hopes peer pressure and the fear of missing out on a promotion for lack of face-to-face interactions entices people back.

“Those people might lose their jobs because of natural selection,” Fleiss said. He said he wouldn’t be surprised if workers began suing companies because they felt they had been laid off for refusing to go back to the office.

Fleiss also tries to persuade his staff members who are working on projects to come back by focusing on the benefits of face-to-face collaborations, but many employees would still rather stick to Zoom calls.

“If that’s what they want, that’s what they want,” he said. “You can’t force anyone to do anything these days. You can only urge.”