With remote work becoming increasingly common, very few employees actually need to be physically present in the office for a full eight-hour workday. It’s time for companies to rethink their workplace norms, according to Anessa Fike, founder and CEO of fractional HR consulting firm Fike+ Co and author of The Revolution of Work.
Fike calls the traditional 9-to-5, in-office schedule “really archaic.” While so many aspects of our lives have evolved, workplace routines have largely remained stuck in the past, mirroring those of previous generations. This outdated model often creates unnecessary stress, especially for parents who find it hard to align work hours with school schedules and childcare needs.
“We simply can’t sustain a work environment where so many people feel burned out and disconnected,” she explains.
The COVID-19 pandemic served as a major turning point, exposing employees to the flexibility of remote and hybrid work. Since then, many workers have resisted rigid schedules and mandatory in-office returns, with Fike noting, “We’re collectively tired of being micromanaged as if we’re not adults.”
Why companies resist change
There are several reasons companies hesitate to adopt more flexible work arrangements. One major factor is the desire to justify office real estate expenses—owners want to ensure their investments pay off. Additionally, returning to office mandates can serve as a control mechanism for managers who struggle to supervise their teams remotely.
“Leaders often become complacent—they say it’s too hard or won’t work for their company, which to me means they don’t want to put in the effort to figure it out,” Fike says.
This lack of flexibility is driving many employees to seek other jobs or turn to freelance and contract roles where they have more autonomy. “People are fed up with being told where, when, and even when to take lunch breaks. We’re adults—we should be trusted to manage our own time,” she emphasizes.
Embracing a flexible future
Fike stresses that the key to an effective workplace lies in simply asking employees what they need. For example, some Gen Z workers prefer coming into the office to connect and learn from colleagues, while others never want to return to a physical office—and both preferences should be respected.
Not everyone’s productivity peaks from 9 to 5. “Every person’s brain works differently, yet we try to force everyone into the same rigid schedule, then wonder why it fails,” she points out.
Fike discovered her own peak productivity hours only after leaving a traditional corporate job. Imagine the efficiency gains if people could identify their optimal work patterns in their early 20s, instead of their late 30s or beyond.
One effective approach companies have adopted is to establish “core hours”—a designated window when employees are expected to be available while allowing flexibility in their schedules outside those hours.
“I encourage businesses to foster open conversations, experiment with different work setups, and find what truly works for their teams,” Fike concludes.