Many employees still want the option of working remotely so, in a tight job market, companies that need on-site workers have to take applicants' other desires into account when competing for talent, Fast Company reports.

One element is flexibility. That requires the employer to think beyond just remote work, advises Carmen Canales of Novant Health. The health care network’s on-site workers can choose schedules in which workers can work 80 hours of work across nine days or choose to condense a full work week into fewer days.

“What used to be the traditional twelve-hour clinical shift, we’ve really reconsidered that,” she said. The company also allows employees to do certain aspects of their work remotely.

Being flexible also means being sensitive to employees’ needs, such as attending to personal matters or child care. “Employees who can choose to work in the arrangement they prefer are less burned out, happier in their jobs, and much less likely to consider leaving their companies,” said Diana Ellsworth, who leads diversity, equity and inclusion (DEI) work at consulting firm McKinsey. “Women’s needs are varied across the board depending on their personal experiences, and offering choice, when possible, will go a long way.”

Commuting is also a factor for employees, and employers should acknowledge that. “One of the things people value about remote work is getting back those extra hours in a day in commuting time,” said Rachel Lipson, cofounder and director of the Project on Workforce at Harvard University. “Being able to advertise in job descriptions if you’re close to a public transit option, or if you offer ways for folks to get to work, seems to be another competitive advantage.”

Employers must also respect employees’ time by setting realistic expectations. A graduate student who has worked several on-site jobs told Fast Company that she is expected to “pick up the slack” for her remote colleagues, which makes her tense and frustrated. She preferred a job with an in-person component and a hybrid option, she said, but did not want to be pressured to “fill in the gaps.”

Job seekers also want an employer who cares, said Kam Hutchinson, the global director of talent acquisition at Owens Corning, where most employees work on site. “What we’re hearing from candidates is, ‘How am I going to grow? How am I going to develop? Are you intentional about that?’ And we are. We’re looking at creating enterprise leaders,” she said.

Beauty retailer Sephora has tried to foster a sense of belonging by expanding its employee resources group, its chief people officer, Corey Yribarren, told Fast Company. She reported that these groups “influence business decisions and initiatives around inclusion,” adding that regular engagement surveys and listening sessions allow the company “to better understand gaps and how we can improve the working experience for everyone.”

Lipson said that companies need to tap into their existing workforces and “get them to be your best brand ambassadors out there” to attract jobseekers who would prefer to work remotely.