Bosses with Chainsaws: The Twilight of Carefree-Era Benefits – What’s Next?

A young boy in black sunglasses and a cap bursts onto the stage in front of the audience. In his hand, he holds a chainsaw and, with ecstatic movements, saws through boards labeled “home office,” “unlimited vacation,” and “sick days.” I won’t tell you which company this happened at; I mention it only for illustration. The mood we now see in American corporations has definitively spilled over into the Czech Republic.

Nothing illustrates this better than this example. Sure, it was an exaggeration, but it sends a clear message: the era when employees called the shots is over. Management is finally taking back control and putting an end to exhausting inefficiency. But as the scene suggests, it’s being done bluntly, thoughtlessly, and forcefully. The result? Just a mess and an audience that definitely won’t applaud.

Companies Must Change. How? We’re Still Figuring It Out in the Czech Republic

Czech companies must change. This is hardly surprising news. We live in turbulent times. Companies are overwhelmed by European regulations, the rise of AI, multigenerational workforces, and shifting market opportunities. Add to that the lingering stigma of a stagnant economy, nervous investors who aren’t seeing returns, and a general sense of unease. Current global events have only served as a trigger, pointing fingers at the supposed culprits of all failures—relics of a time when things were too good.

I don’t dispute the fact that a benefit ceases to be a benefit when it becomes an expected standard. Nor do I argue that benefits should be the backbone of corporate culture—because culture should remain independent of external influences. But if someone thinks that eliminating remote work will miraculously heal companies, I have to disagree.

The mistake lies in calling home office a benefit in the first place. To me, it’s as absurd as listing “personal computer” or “company car” among workplace perks. The ability to work from home is a work condition that should suit both employer and employee, and should be treated as such—just like part-time work, night shifts, or fieldwork.

Seen from this perspective, things look different. Companies need to change work conditions because times have changed. They simply set themselves up for failure by labeling remote work as a perk—a perk that became the standard. The cycle has come full circle.

Benefits, Gainefits, Learnefits?

Those who only take, end up with nothing. It’s interesting that management can imagine a chainsaw spectacle—but what comes next? Working from the office is likely to become the new norm. But is that enough? If companies are serious, the answer is no. The solution isn’t a return to the authoritarian style of the 90s, when the last one to leave was the hero. Overworking to the point of collapse will never be trendy in the Czech Republic.

So what can companies offer to fill the void left by remote work and meet the same criteria that made it so popular—free, universally available, and requiring little extra effort?

It will be up to us—the HR community—to figure this out and keep an eye on it. If companies are looking for an alternative to home office in job postings, they shouldn’t resort to “benefits” that aren’t really benefits. Instead, they should turn to tools rooted in internal culture—tools that will enrich both the company and its employees.

With a bit of exaggeration—companies should look at gainefits, which enrich both individuals and corporate culture, or learnefits, which enhance know-how. Surprisingly, they don’t necessarily require extra money. But they do need champions to push them forward:

• Peer-to-peer training system: Education can be extremely expensive and ineffective—or affordable and effective. If you engage your in-house talent, it’s more likely to be the latter. Internal courses, knowledge sharing, and best practices led by teams themselves fit the bill perfectly.
• Cross-functional teams and Internal Gigs: Creating teams where people from different departments collaborate on interdisciplinary innovations. A reward for every talented and ambitious professional. Imagine posting exciting projects each quarter with incentives, allowing employees to contribute in their free time. When an IT specialist, a marketing expert, and an HR professional sit at the same table, great things can happen.
• Think tanks, corporate garages, and labs: Essentially an extension of the previous idea. Every employee with an innovation gets space to develop it. Think tanks and strategic groups can become prestigious platforms where the most capable employees shine.
• Company representation: Giving employees the opportunity to speak at conferences and company events is not only key for employer branding but also helps individuals strengthen their professional standing and expand their networks. The company benefits in return.
• Personal brand building: This might seem obvious, but setting clear guidelines for employees to build their personal brand on social media can be incredibly helpful. Help your experts shine by providing a roadmap.

Will This Be Enough?

That people resist the end of home office is understandable. A competent company, however, should have enough arguments to defend its position. Ideally, by admitting that the mistake lies with them—they failed to distinguish “slackers” from capable employees, and because of the former, they made things difficult for everyone. That’s on them.

It’s crucial to show that this isn’t a rigid ban, but a temporary cleansing process that allows for better rules to be set in the future. And to remind ourselves—if some employees leave because they lost this “benefit,” something is fundamentally wrong.

In that case, it’s the ultimate wake-up call to strengthen corporate culture. Without it, nothing will work. And let’s be honest—brandishing a chainsaw won’t fix business. It might just be the last managerial act that particular leader ever performs.