广泛的远程政策的最大威胁是阻碍年轻人才的职业发展。
大流行导致了工作世界的无法造成的转变。自2020年以来，许多人以斗争的方式将LinkedIn和其他公共论坛带到vocalize their opinions on the future of work，最终使IRL工作场所连接的优点与远程工作提供的无可争议的自由。
尽管如此，灵活的工作仍在继续融入我们的经济中，这主要是由Airbnb，Lyft和Dropbox等主要公司驱动的，这些公司已永久采用了远程政策。返回办公室的努力使就业市场规模倾斜了，有利于寻求工作变更以保持自由和灵活性的员工，从而助长了美国数百万的空缺
有趣的是，尽管在一个技术时代长大，但Zers并不是提供最大回报的人。最近学习从对5,000名美国成年人进行调查的公寓名单中，Zers Gen对灵活的面对面结构充满热情。只有36％的Zers表示，远程工作是“非常可取的”，落后于51％的千禧一代，54％的Xers和66％的婴儿潮一代。
在Lys，我们的发现与他们的发现一致。尽管发现许多对品牌充满热情并且对纸面非常适合的人，但确保高级人才具有办公室期望是具有挑战性的。在高触觉和感官行业中，所需的创新和创造力通常是通过面对面的互动来诞生的。
But when skeptics of fully remote workspaces peel back the layers of the pro-remote debate, the threat coming into focus is younger talent that will likely bear the weight of the lasting impacts of a fully remote workforce.
Without in-person learning, real-time feedback, and cross-functional collaboration, business leaders should begin preemptively planning for the knowledge gap that may widen in the years to come among underdeveloped junior staffers.
但是，经过精心策划的混合动力工作模型可能会在创建连接的工作场所的情况下为您提供一个最佳地点，而不会抢夺年轻的专业人士持续的学习机会。
这是我的5个关键要点，讲述了返回办公室的不言而喻的价值
办公室有助于连接跨部门团队
If you were on a sports team and only practiced together one day a week, how would you put a winning product on the field without understanding how all the pieces come together as one? The same rings true with interoffice culture, camaraderie, coaching, mentoring, and problem-solving.
办公结构有助于将团队连接到一个共同的业务目标，因此我们开始在办公室会议上，并在各种业务职能上进行了高级更新，胜利和担忧。
办公室暴露会有所帮助prevent烧完
Burnout is running rampant. In fact,研究from大自然的人类行为发现与流行前时期相比，一些远程工人报告说，每周高达10％。
By implementing one to two in-office days for cross-functional collaboration, our team has a renewed sense of excitement and belonging surrounding work, versus the four virtual walls we put up on camera. In doing so, we are able to arrive at creative decisions, escalate approvals, and delegate tasks to help prevent burnout.
Connection breeds culture
没有办公室或频繁的枢纽，就无法培养办公文化。混合模型提高了软技能，例如解决冲突，升级，利益相关关系建立和演示技巧。
作为新的创始人，第一波招聘浪潮为公司文化奠定了基础，使他们的同事有能力购买更大的公司任务。但是，当今的景观构成了那些不愿妥协的人的招募挑战。
If a leading candidate for a role is not open to returning to office, I have to weigh the options while keeping the company’s best interest in mind. While one-off exceptions are feasible, I prefer to be fair across the board. What I do for one should apply to all.
There is no substitute for in-person networking
Social networking is valuable for stretching beyond your company walls, but it’s difficult fostering video-only working relationships. Plus, we’re all video fatigued.
It may sound obvious, but coffee catchups, hallway chats, and office hours are all organic means of connection and networking that office exposure offers, and brings a refreshing human element to the workplace.
In early career stages, I identified internal opinion leaders and scheduled biweekly meetings to build rapport, glean from their knowledge, and learn their communication style—ultimately opening many doors throughout my career from project leads to promotions. I have built forever friends that have evolved beyond our working relationship into angel investors, board members, and even bridesmaids.
商业敏锐度是IRL的
从连续的办公室接触中收集的业务原则和深厚的行业洞察力可能会遥不可及希望攀登公司阶梯的专业人士。在不同的团队中捕捉瞬间的英特尔提供了业务环境，否则在大多数仅虚拟环境中会丢失。
在另一个人工作后，我已经能够为自己的创业旅程建立坚实的基础Brand 15年，我亲眼目睹了这一切如何从金融和会计到销售和营销。
Ultimately, hybrid models intersect flexibility and compromise. But, once you get them in, you have to make it worth their while.有了确认返程推回的确认，特别是在代表性不足的团体的专业人员中, the onus is on leaders to prioritize establishing a safe and positive environment for all employees to garner enthusiasm and trust—a conversation that commands its own attention.
目前，我们的总体目标应保持在通过有意义的工作和协作而不是控制来培养文化联系的方面。
Tisha Thompson is founder and CEO ofLys Beauty。