The methods EY has adopted to encourage people back to the office by monitoring staff office attendance are symptomatic of a wider cultural issue in global business.

Through their attendance monitoring, EY is showcasing exactly why people do not want to return to the office. At the end of the day, monitoring turnstile data does not create an environment employees would gravitate towards – and, because of it, these large firms risk losing staff for good.

Since the pandemic, work from home and hybrid working models have become a set standard – and a pre-requisite for potential job applicants. Given the work policy has become so ubiquitous, organisational culture should be the responsibility of the C-suite, not HR.

The work from home policy has spiralled out of control. And, given the knock-on effects of empty offices, namely decreased cross-department collaboration, productivity, innovation, and execution of deliverables, the C-suite need to take hold of the situation.

 While HR managers are responsible for the overarching employee life cycle, the reputation of the organisation – both within and outside its doors – is dictated by the C-suite.

Their influence over the operations of the business means it is in their job description to create an organisation their employees want to be a part of. But atmospheres dominated by control do not quite fit that – they push staff into survival mode. C-suite leaders need to rethink their approach. They need complete organisational transformation.

Due to slowing demand and the challenging macroeconomic climate, in 2023, Big Four firms cut jobs, particularly in deal advisory and M&A teams.

The Big Four offer their employees tremendous value – they can work with and learn from the best minds in each industry, gain invaluable exposure to big-name clients, and understand methodologies that drive success in business. But, for all their virtues, it’s a shame they haven’t sought to optimise their cultures.

EY’s attendance monitoring scheme is no way to convince people back to the office – it pushes people into survival mode. The only way to usher staff back through the turnstiles is by creating a supportive, innovative culture that makes people want to rush back to the office.

It is now imperative that the leadership teams at these firms re-evaluate what makes them appealing – and figure out how to improve the functionality, efficiency, and humanity of their organisational environments.

Culture is not about beanbags and pot plants; but, as a strong believer in human connections and interactions, it’s about making people feel recognised and noticed. If the Big Four don’t work hard to create organisations their employees want to be a part of, they risk increasing their employee turnover.

About the author

Dr Nahla Khaddage Bou-Diab is CEO of AM Bank and previously worked as a management consultant for EY in Beirut