David quite rightly mentions that division, rather than cohesion, appears to be the trademark of much of today’s debate. Without wishing to be negative, I think it would be remiss if we didn’t explore the increasingly polarising issue of working from home.

The different opinions in the perceived benefits and drawbacks are now highlighted almost daily in the press, on social media and in conversations with colleagues.

Employment-data provider Live Data Technologies analysed two million white collar workers over the past year and found remote workers were promoted 31% less frequently than those who worked in an office, either full-time or on a hybrid basis. Of course, each side can find data to support their view, but the reality is many employers are now mandating more time be spent in the office.

PwC is the first of the big four to shift the working balance back towards more in-person working, citing the focus on ‘client service, coaching, and learning and development’ as a key driver behind the decision.

This mirrors the actions of many big corporates who have argued being in the office is better for building an engaging work culture, encouraging innovation and fostering client relationships as well as providing better learning opportunities for the next generation.

It’s also well known many firms, including the Magic Circle, are tracking office footfall through security passes whilst other are linking bonus payments to attendance.

In an excellent piece, Mark Howe of Canada’s Thompson Dorfman Sweatman sums up the debate [or at least part of it] perfectly. “Of course, there are benefits to working from home. In my experience, I am more efficient there; however, I am more effective in the office. It is important to avoid confusing efficiency with effectiveness.”

According to a survey [out as I write this] by the Confederation of British Industry (CBI) leaders in the private sector expect a significant fall in activity over the next three months. The real worry is companies are now cutting staff, moving jobs overseas and curbing investment as they battle to cut costs.

As was widely reported KPMG recently made 200 redundant and froze the salaries of nearly 12,000 in the UK. At the same time a trend is emerging of employers hiring fewer but more experienced staff with recruiter Manpower Group warning the youngest and least experienced typically lose out in a hiring downturn.

Is it, therefore, time for us to take a deep breath, step back and assess our own skills and talents, and evaluate how we can best position ourselves to truly evidence the value we bring to our firms.

Does it mean being more present, does it mean challenging our own views and opinions, doing those often-little things that can so transform our presence in a business?

Should we be looking at ways in which we can enhance or grow our own personal brands and reputations and therefore place more emphasis and importance on setting aside time for our professional development.

We are indeed living in uncertain times and we at PSMG are all too aware of the demands placed upon our colleagues who are increasingly being asked to do more with less.

With this in mind, we have Increased the number of seminars and workshops dealing with the burning issues we are all facing. And many courses are free to support members through these demanding times.

All our training events are live streamed from the venue so you don’t have to take time away from the office, but we would encourage you to join us in person and to build your own network of peers.

We’re also working with our preferred partners and affiliate groups to bring you an enhanced package of benefits and exclusive offers including free trials and access to some of the latest pioneering platforms in our sector.

As Lauren Hoffman says in her excellent article “We are ultimately responsible for our own learning and career development…”

Let us help you!

Gail Jaffa
Managing Partner, PSMG