Remote, Hybrid, or In-Office: What’s Right for Membership Organisations?

Can your organisation go fully remote? Should you? And what happens if you get it wrong? 

Spotify’s controversial statement - “Our employees aren’t children. Spotify will continue working remotely” - might have been aimed at corporate rivals, but it’s sparked a much bigger conversation: what happens when organisations force their teams back to the office? 

Spotify went viral with this controversial statement. 

Recently, a few large corporations have reignited the debate by announcing return-to-office mandates, causing a backlash from employees who’ve gotten used to the flexibility remote work offers.  

The question is now being asked more broadly: can organisations continue to ignore the needs of employees who prefer remote or hybrid models, especially when it comes to retaining talent and ensuring productivity? 

For membership organisations, this isn’t just philosophical. The success of your mission often hinges on your people, both your team and your members. So, as companies grapple with remote, hybrid, and office-first models, membership bodies are facing tough questions: Can you go fully remote? Should you? And what happens when you get it wrong? 

The cost of forcing people back 

Many companies are doubling down on in-office policies, but what’s the price of doing so? Research shows the backlash is real, and measurable: 

• Two-thirds of employees say they’d quit if forced back to the office full-time.  

• Similarly, a survey by Clarify Capital found that 7 out of 10 remote workers (68%) would rather look for a new job than return to the office full-time.  

• The argument that in-office work boosts productivity doesn’t hold up universally. A third of UK business owners report better productivity from remote teams, while others say it makes no difference. 

These stats are especially relevant for membership organisations. Losing talented, experienced staff to rigid office policies can result in disruption - particularly when your team needs to be agile and flexible in delivering services to your members. 

Is it remote work or flexibility that’s important? 

The real question is: what do employees actually want? Is it remote work specifically, or is it the flexibility that remote work brings that’s so appealing? 

While remote work has its obvious perks - like the chance to skip the commute and work in your own space - what people really seem to value is the flexibility to manage their day in a way that works for them. 

• 83% of employees that switched to a flexible working model saw increased levels of job satisfaction. 

• 96% of workers reported that a flexible working location arrangement would best support their mental health. 

• 69% of employees say flexible work arrangements help them manage their work-life balance more effectively. 

It’s not solely about remote work, it’s about having the option to choose how and where you work, based on what works best for everyone. 

This is good news for membership organisations, which often have more complex requirements. Offering flexibility means you can meet both the needs of your employees and the specific demands of your sector (such as in-person member engagement or team collaboration) while still empowering your team to work in the way that suits them best. 

How can membership organisations make it work? 

While remote work might work for some roles, many positions in membership organisations might require face-to-face interactions with members or team collaboration in person. But just because your organisation needs in-person interactions it doesn’t mean remote work is out of the question. 

Similarly, if your organisation can work fully remotely, it doesn’t mean you should overlook the need for human connection. 

The conversation simply needs to be nuanced, with the focus on flexibility. 

So, how can membership organisations make flexibility work without sacrificing connection or productivity? 

 Consider your organisation’s needs 

Are face-to-face interactions with members unavoidable? For roles that require personal interaction, such as member engagement, event management, or outreach, flexibility doesn’t mean eliminating in-person work. Here are some things to consider: 

• What do your members expect? Are face-to-face interactions with members unavoidable? Can some engagements be handled remotely? 

• What do employees actually want? And, how can you balance that with business needs? 

• What are the logistical questions? Do you have the tech and office space to support a flexible working model? Can you provide the resources needed to have your whole team in-office every day, or accommodate remote work effectively? 

 Once you answer these questions and you find that either: 

1. You need people in person 

If your organisation requires in-person interactions, it’s still possible to embrace flexibility without forcing a full return to the office. Here are some options to consider: 

• Consider a hybrid model where certain days are designated for in-office collaboration or in-person member engagements, and the rest of the time employees can work remotely. Make sure to set clear expectations to make sure employees understand when in-person days are necessary. 

• Not every role requires full-time office presence. For positions that can work remotely, offer flexible schedules to accommodate personal needs. 

• Think about other ways you can offer additional flexibility, like flexible working hours. A survey by UKTN found that 77% of workers desire more flexibility in their working hours to better manage work-life balance. 
  

or,

 2. You can be fully remote 

If your organisation can go fully remote, you’ll need to make sure your team is well-supported and remains collaborative: 

• Even if your team is remote, consider regular meetups or retreats to build team cohesion and strengthen your culture. 

• Use collaboration tools like Slack, Zoom, and other project management software to keep everyone in the loop, even when they’re working remotely. This helps bridge the gap for those who miss in-person interactions. 

• Offer access to coworking spaces through apps like Desana, giving employees the option to work alongside others if they prefer. Giving remote workers the chance to step out of their home and work alongside others can significantly improve their mental health and overall well-being - one study found that 83% of coworking members feel less lonely after joining. 

The ending note 

The bottom line is simple, flexibility is key. We all know the world is changing, and the organisations that can adapt will be the ones that thrive. For membership organisations, this means giving your team the autonomy to decide how and where they work, while still meeting the needs of your members. It’s all about balance. 

The reality is, people want flexibility - and if you can give it to them, you’ll have a more engaged, loyal, and productive team – and that’s good for everyone. 

We’ll be sharing more detailed insights on flexible working, hybrid models, and the latest trends in our soon-to-be-launched 2025 Salary Guide. Keep an eye out for findings that can help shape your organisation’s approach to work in the year ahead! Follow us on LinkedIn here, or sign up for updates below to be kept in the loop.

Our expert team is here to support you in finding the right people for your needs. Get in touch today!