Why are we commuting so far for just 80 minutes of face-time?

The frustration of commuting to the office, only to engage in tasks that could be done remotely, is a significant concern for many employees.

In a world where many can work remotely, a peculiar frustration has emerged among employees, in the public and private sectors alike: the requirement to commute to the office, only to spend the day on tasks that could easily be performed from home.

A significant body of research, including the recent Survey of Working Arrangements and Attitudes, 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 survey, conducted by prominent flexible-work scholar Nick Bloom and his colleagues Jose Maria Barrero, Shelby Buckman, and Steven J. Davis, provides a comprehensive look into the daily activities of employees both at home and in the office.

This monthly survey of 2,500 to 10,000 working-age U.S. residents 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 can be done just as well from the comfort of their homes.

The accompanying data highlight this inefficiency vividly. When working from home, employees spend an average of 0.6 hours in face-to-face meetings, 1.3 hours on video or phone calls, 1.5 hours on text or email conversations, 3.3 hours on individual work, and 1.1 hours on downtime.

In contrast, when working in the office, they spend only 80 more minutes, or 1.3 hours, in face-to-face meetings. They spend 0.6 hours on video or phone calls, 0.9 hours on text or email conversations, 3.1 hours on individual work, and 1.1 hours on downtime.

The minimal difference in the distribution of face-to-face meetings between home and office settings underscores the lack of any need to commute for tasks that can be effectively handled remotely.

The data on commuting is compelling. A survey by Hubble found that 79 percent of respondents liked working from home due to the lack of a commute. According to a survey by Zebra, 35 percent of Americans would be willing to take a pay cut in exchange for a shorter commute. The U.S. Census data from 2019 shows that about 10 percent of Americans commuted more than an hour each way, mainly those living in dense urban areas.

On average, Americans commute 30 minutes each way. And commuting to work costs a lot of money. According to a Flexjobs analysis, employees can save up to $12,000 per year by working full-time remotely. 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 tasks best undertaken in 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, including 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 kick-offs, 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, solicit regular 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 frustration of commuting to the office, only to engage in tasks that could be done remotely, is a significant concern for many employees. 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 commutes, 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.

Dr. Gleb Tsipursky is CEO of the hybrid work consultancy Disaster Avoidance Experts and author of Returning to the Office and Leading Hybrid and Remote Teams.