Andy Jassy, CEO of Amazon announced that starting January 2, 2025, all corporate employees will be required to return to the office five days a week, marking a shift from the hybrid model in place since 2023. According to US and HC Magazine, this change is part of CEO Andy Jassy’s vision to strengthen collaboration, innovation and company culture, which he believes are better fostered in an in-office environment. While exceptions may be granted for extenuating circumstances or pre-approved remote work arrangements, the default expectation is for full-time, in-office attendance.

Additionally, Amazon plans to reintroduce assigned desks in U.S. headquarters while maintaining agile desk arrangements in some European offices. This return to pre-pandemic office policies also includes a broader initiative to flatten organizational structures by increasing the ratio of individual contributors to managers by at least 15% by the end of Q1 2025. The article goes on to say that his goal is to reduce bureaucracy and enable faster decision-making at the front lines.

According to The Real Deal and other sources, Citadel, led by Ken Griffin, is leasing 90,000 square feet across six floors at 830 Brickell while awaiting the completion of their new global headquarters at 1201 Brickell Bay Drive, which will feature 1.3 million square feet of office space.

At its peak in Chicago, Citadel occupied approximately 750,000 square feet of office space, primarily at the Citadel Center located at 131 South Dearborn Street. Citadel planned its move to Miami, and the firm has only reduced its space by 100,000 square feet in Chicago until the full move is completed. According to eFinancial, Citadel does not typically support widespread remote work. CEO Ken Griffin has expressed a strong preference for in-office collaboration, emphasizing that remote work can weaken company culture and stifle innovation. Griffin believes that working together in the office is critical for fostering creativity and productivity. While some flexibility may exist for specific roles or circumstances, Citadel’s leadership has consistently advocated for in-office attendance as the norm.

Importance of In-Office Collaboration in Construction Management

These two examples are from corporations where one offered remote work and hybrid models and had measurement and monitoring tools in place, making the decision that, for both the company and the employees, in-office was healthiest, and the other maintaining all along the importance of in-person collaboration for productivity and innovation.

According to Construction Placements and Home Business Magazine, remote work in the construction industry has expanded significantly since the pandemic, though fully remote positions remain rare, accounting for only 10–15%. The construction field has traditionally required a hands-on, physical presence, especially on-site, where active involvement is critical. After more than thirty years in the industry, I’m still surprised by how many construction managers inquire about remote work options, even those in field-specific management roles. These requests often come when they face communication or relational challenges at home or on the job. While their instinct may be to resolve the issue by being more present at home or distancing themselves from the office or jobsite, this quick fix is rarely a lasting solution. Instead, they often need help addressing the root cause and help to navigate their situation and find the right solution, so they can maintain both their career and a balanced personal life.

Managing Flexibility in the Construction Industry

Do you find yourself needing more flexibility at work? Instead of getting caught up in corporate terms like “hybrid” or “remote,” focus on owning your role and mastering the art of communication when personal life demands extra adaptability. As a construction management professional, or in any role, it’s not about how your work is labeled, it’s about being proactive and transparent with your employer. When life requires flexibility, clear communication and a results-driven approach can help you maintain the balance without compromising your professional responsibilities.

For example, if a family member requires medical care, gain approval and let your team know ahead of time and ensure your responsibilities are covered while you step away. If your child needs more attention during a challenging period, communicate your availability and how you’ll manage your workload around those commitments to obtain buy-in and approval to do so. Similarly, if your visitation schedule with your children changes, being upfront and rescheduling site visits or meetings accordingly to accommodate mutually the needs of the project and other team members can help maintain productivity without compromising personal obligations.

By being clear and open about your needs, you show leadership in balancing both work and life. This approach allows for greater trust and understanding between you and your team, ensuring that when flexibility is needed, it’s granted without sacrificing the quality of work or the progress of your projects.

Understanding the Manager-to-Employee Ratio in Hybrid Teams

It may seem appealing to work in a hybrid or fully remote capacity, but from an employer’s perspective, these arrangements often require more intensive management. According to McKinsey, Deloitte and other industry experts, the manager-to-employee ratio differs significantly depending on the work setting. For fully in-office employees, the ratio is typically 1 manager per 8–10 employees, as the proximity allows for more direct oversight and informal interactions.

However, for remote or hybrid teams, this requires more management attention, with the ratio often moving to 1 manager per 5–7 employees. This increase reflects the added complexity in managing remote communication, ensuring consistent performance and maintaining team cohesion. Managers need to invest more time in frequent check-ins, structured communication and a stronger focus on outcomes rather than simply tracking hours. This level of oversight ensures that remote and hybrid employees remain productive and aligned with company goals. You may be saying that isn’t you, but statistics will show even the best employees are not fully engaged when they are not present for any significant period of time. Not to mention how much top employees are missed when they stop coming in.

Effects of Remote Work on Construction Employees and Employers

Employees and employers must be aware of the psychological challenges associated with remote work, as highlighted by sources such as MIT Sloan and Psychology Today studies. Some key pitfalls include:

• Isolation and Loneliness: Many remote workers experience feelings of isolation because of the lack of in-person social interactions. This can weaken their connection with colleagues and reduce opportunities for informal knowledge sharing that typically happens naturally in office environments.
• Blurring of Work-Life Boundaries: Without clear distinctions between work and home, remote workers often struggle to “switch off,” increasing the risk of burnout. The lack of a commute, which usually provides a mental transition between work and personal life, exacerbates this issue.
• Techno-Exhaustion: Over-reliance on video conferencing and digital tools can lead to “Zoom fatigue” or “TEAMS fatigue.” Constant screen use and the pressure to be continuously connected can drain energy, reducing both engagement and productivity.
• Communication and Collaboration Challenges: Remote work can disrupt spontaneous, real-time interactions. While digital tools help, they cannot fully replicate the effectiveness of face-to-face communication, which is often crucial for problem-solving and teamwork.

These psychological stressors can have long-term impacts on productivity and job satisfaction, making it essential for employees and employers to create strategies for mitigating these risks.

The Role of Communication in Construction Management Success

All of us who have been in the workforce for a significant amount of time have, at one point or another, had to ask for special provisions to balance work and life. As an employee, I understood the importance of consistently performing well, staying accountable and clearly communicating how I’d meet expectations during those periods. It was this level of trust and responsibility that earned me the flexibility when I needed it. I would outline what the temporary period of adjustment would look like, take the necessary pause and seamlessly resume my role once things stabilized.

Now, as an employer, I see the same dynamic at play with my team. Those who consistently deliver results, build trust and communicate openly about their needs are the ones who earn the privilege of flexibility when life calls for it. On the other hand, employees who haven’t established that reliability, or who fail to communicate effectively, often struggle to earn this trust. Flexibility at work isn’t given by default; it’s earned through consistent performance, accountability and communication. When these elements are missing, the opportunity for accommodation becomes harder to justify—and trust, which is so vital in these arrangements, may not be there.

It’s a two-way street, and the balance between employee needs and company expectations is built on mutual respect and trust.

To Showing Up, Owning Your Role Today and Earning Flexibility Tomorrow,

Suzanne Breistol