To combat long commutes and encourage office presence in expensive cities, companies are offering down payment assistance or low-interest loans. This perk benefits both the employee's finances and the employer's goal of having a more engaged, local workforce.
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Contrary to popular belief, Gensler's research and internal experience show that younger employees are the most eager to return to the office. They recognize that in-person work is critical for learning, mentorship, and building the "social capital" necessary for long-term career growth.
Requiring inside sales reps to be in the office is a talent filtering strategy. Those willing to make the sacrifice of a commute for the benefit of accelerated learning and career development are the driven, exceptional individuals you want to build a winning team with.
To adapt to hybrid work and reduce overhead, Hard Numbers shares its office with another agency. One firm uses the space on Tuesdays and Thursdays, while the other takes Mondays, Wednesdays, and Fridays. This "timeshare" model is a practical real estate hack for companies no longer needing a five-day-a-week presence.
Instead of mandating a return to office, create an appealing environment people *want* to be part of. Use "carrots" like a beautiful office, high-value summits, and flexible coworking budgets. The soft pressure comes from sharing photos and creating a sense of a vibrant, connected in-person culture (FOMO).
Founders with significant personal commitments (family, mortgage) who are hesitant about relocating for an accelerator can de-risk the decision. By treating the program's three-month duration as a temporary trial, they can evaluate the benefits of being in the ecosystem before making a permanent commitment to move.
Companies try to fix employee well-being by surveying staff or following trends, but these one-size-fits-all programs fail. They are based on the patronizing idea that the company knows best. This approach alienates the majority who didn't ask for the specific benefit, wasting money and breeding cynicism.
Base successfully recruits talent to relocate by making the on-site interview the ultimate closing tool. Candidates who are initially hesitant about moving become "intoxicated by the energy in the office" after experiencing the hands-on culture, seeing the hardware, and meeting the high-caliber team in person.
Shopify intentionally aimed to be the career-defining company in a secondary market (Ottawa), attracting top local talent who would later "disperse" to create a new generation of local startups, building an ecosystem.
Beyond salary, many founders use the business to cover personal expenses, effectively increasing their compensation. Founders reported expensing 50% of their rent, Wi-Fi, and gym memberships, while others leverage business credit card points for thousands in monthly cash back—value not reflected on pay stubs.
Instead of choosing between tech hubs like Austin and San Francisco, founders can adopt a hybrid model. Spend a concentrated period (1-3 months) in a high-density talent hub like SF to build domain expertise and relationships, then apply that capital back in a lower-cost home base.
