• Products
  • Insights
  • Practice Management
  • Resources
  • About Us

5 Tips for Planning Your Return to the Office

  1. Talk to your team now. Don’t wait until a return to office mandate is announced
  2. Ask your team about their hopes and concerns about returning to the office
  3. Take a periodic vs. annual approach to planning
  4. Evaluate team roles and responsibilities and determine if adjustments should be made
  5. Give yourself the latitude to course correct, even if initial plans or visions don’t unfold exactly as you’d envisioned

With the COVID-19 vaccine now widely available, financial professionals may soon have the option to safely return to in-person work. Unlike the immediate shift to remote work in the early stages of the pandemic, financial professionals now have the benefit of carefully planning their return to the office to ensure a seamless transition for both their teams and clients. The past year has demonstrated the importance of maintaining flexibility, and these lessons can help us plan for the future.


Starting Early

One year. That’s how long many of us have worked remotely. Although in the scheme of life, one year may not seem life-changing, I think we all can agree that it was fairly life-altering for most of us. Now that we’ve settled into new routines—set up our home office desk, perched our webcams at just the right height, and finally figured out how to make our noise-canceling headphones work seamlessly—the thought of returning to the office can feel overwhelming. Can’t I just appreciate what I’ve created in my home workspace for a bit longer? How will my family or pets deal with my sudden departure?

While the return to the office may not occur tomorrow, it’s imperative to begin the planning process now to anticipate the challenges (physical, emotional, and mental) and prepare accordingly. Ask your team if they’re excited about the future of work. Conversely, even more crucial, ask them about their concerns. Understand what aspects of returning to work will bring new stresses or burdens to them or their loved ones. Remember that even if you are personally excited to return to your sense of normalcy and in-person office work, this excitement may not permeate throughout your entire team. Understanding each person’s perspective and challenges will help equip you to work through and process those hurdles over the coming days, weeks, and months. Talk to your team now; don’t wait until a return to office mandate is announced. Discuss and strategize today to create a smoother transition tomorrow.


Revisiting the Plan

One week. That’s the typical answer I receive when I ask a financial professional how much time they had to prepare to take their practice, and their team, to remote work. We can all recall that time a year ago—I know that I kept saying, “this too shall pass…in a couple of weeks, we’ll be right back to normal.” And then the weeks started to pass. We learned lessons about how to work in a new structure and did our best to ensure that nothing slipped through the cracks.

Chances are, we all learned how to use multiple video platforms, discovered the best practices on how to mute yourself, how to share a document, or how to turn video on or off. Never did we think we’d be navigating so many pieces of software in a day and bouncing between them interchangeably. Just as there was a video-platform learning curve, there will also be significant learning required to build a business plan that’s structured, yet flexible. What used to be an “annual business plan” may turn into a monthly or quarterly plan that takes into significant account the current work structure of the team. Historically, plans had contingencies for market corrections, major business changes, or new firm requirements. Now plans must address the work-structure wild card, in addition to the other moving parts, such as the mental and emotional readiness of each team member.

Taking a periodic vs. annual approach to planning and regularly evaluating plans enables financial professionals to adjust and pivot as needed. Structured, yet flexible, business planning, at more frequent intervals, will be a new best practice going forward.


Finding Balance

It may feel like the remote-working world is our new and permanent reality, but we’ll get back to seeing our teams in person again. However, it’s important to understand that going back to how things were could cause major pain points personally, professionally, and, potentially, even financially for some team members. They may realize that they prefer working remotely and hope to do so more often moving forward. They may want to return to the office as quickly as possible only to find that the office is nothing like it was pre-pandemic. As the workforce becomes more hybrid, there will be processes to implement that are crucial to helping your team function seamlessly.

Committing to technology implementation for the entire team and establishing what role technology will play going forward is crucial to maintain balance and productivity in the practice. Think about what permanent adjustments will need to be made to the team’s communication standards and the process to utilize when some members of the team are in the office and others are working remotely. Now’s a good time to dust off the team’s roles and responsibilities and determine if there are adjustments that should be made to achieve the highest level of efficiency possible. Check-in with your team members to ensure that they’re working in the areas aligned with their natural passions and strengths. For example, if there’s a team member who’s extremely comfortable with technology and likes to teach others, can that person lead the technology implementation for the team going forward?

Reassess each person’s role to ensure that you’re maximizing their impact, creating efficiencies for the practice, and delivering even more to clients.

Be sure to give yourself the latitude to course correct, even if initial plans or visions don’t unfold exactly as you’d envisioned. There’s not a script written for how to return to the office after a yearlong global pandemic. The process may be emotional and disruptive and will create the need for very honest dialogue among your team (and your family). Be patient with yourself and with others. Adjust the plan and vision as you learn more information, and as you hear what your team is thinking and feeling.


Next Steps

  1. Begin planning your transition back to the office now. Don’t wait until a return to office mandate is announced.
  2. Schedule a video call with your team to discuss their hopes and concerns about returning to the office
  3. Evaluate team roles and responsibilities and determine if adjustments should be made

About The Author
Julie L. Genjac
Managing Director, Applied Insights Team, Hartford Funds

Julie works with financial professionals in a practice management capacity, including engaging and educating financial professionals and their clients about current and emerging opportunities in the financial- services marketplace. These range from areas such as retirement-income planning, investment planning, and charitable giving, to anticipating and preparing for long-term demographic and lifestyle changes.

Next Steps

1 Begin planning your transition back to the office now. Don’t wait until a return to office mandate is announced.
2 Schedule a video call with your team to discuss their hopes and concerns about returning to the office.
3 Evaluate team roles and responsibilities and determine if adjustments should be made

How the "We Syndrome" Can Affect Your Team's Effectiveness >

financial professional icon

Financial Professionals

This article is based off of our popular Small Team Changes, Big Results module. Click here to access additional content to share.

Subscribe to Practice Management


The material on this site is for informational and educational purposes only. The material should not be considered tax or legal advice and is not to be relied on as a forecast. The material is also not a recommendation or advice regarding any particular security, strategy or product. Hartford Funds does not represent that any products or strategies discussed are appropriate for any particular investor so investors should seek their own professional advice before investing. Hartford Funds does not serve as a fiduciary. Content is current as of the publication date or date indicated, and may be superseded by subsequent market and economic conditions.

Investing involves risk, including the possible loss of principal. Investors should carefully consider a fund's investment objectives, risks, charges and expenses. This and other important information is contained in the mutual fund, or ETF summary prospectus and/or prospectus, which can be obtained from a financial professional and should be read carefully before investing.

Mutual funds are distributed by Hartford Funds Distributors, LLC (HFD), Member FINRA|SIPC. ETFs are distributed by ALPS Distributors, Inc. (ALPS). Advisory services may be provided by Hartford Funds Management Company, LLC (HFMC) or its wholly owned subsidiary, Lattice Strategies LLC (Lattice). Certain funds are sub-advised by Wellington Management Company LLP and/or Schroder Investment Management North America Inc (SIMNA). Schroder Investment Management North America Ltd. (SIMNA Ltd) serves as a secondary sub-adviser to certain funds. HFMC, Lattice, Wellington Management, SIMNA, and SIMNA Ltd. are all SEC registered investment advisers. Hartford Funds refers to HFD, Lattice, and HFMC, which are not affiliated with any sub-adviser or ALPS. The funds and other products referred to on this Site may be offered and sold only to persons in the United States and its territories.

© Copyright 2023 Hartford Funds Management Group, Inc. All Rights Reserved. Not FDIC Insured | No Bank Guarantee | May Lose Value