More and more companies are calling employees back to the office – some mandating full-time, five-days-a-week schedules. But let’s be honest…not all of them are getting it right. In fact, some are getting it wrong that they’re watching engagement plummet, turnover rise, and their employer brand take a serious hit.
It’s not just about mandating a return – it’s about how you do it. Rigid, top-down approaches that ignore employee sentiment or fail to consider modern work preferences are backfiring. And, while organizations have valid reasons for wanting people back in the office, the way they execute these policies determines whether employees buy in – or start job hunting.
So, why are companies pushing for a return to office (RTO), and more importantly, what are they getting wrong? Let’s break it down.
Why Companies Are Bringing Employees Back
Organizations aren’t enforcing RTO policies just for the sake of it – there are real business drivers behind these decisions. Some leaders believe productivity thrives in an office environment. Others worry about declining culture or innovation. And in some cases, it’s simply about making use of expensive office space.
Here are the key reasons companies are calling employees back – and where some may be overestimating the benefits:
1. Collaboration and Innovation
The belief is that in-person interactions spark better teamwork, spontaneous idea-sharing, and creativity. It’s true that some of the best ideas happen in hallway chats or brainstorming sessions where people can read body language and build off each other’s energy. But forcing employees into the office every day assumes that collaboration only happens face-to-face. Hybrid models that blend in-office and remote collaboration often produce the best results.
2. Performance Management
Some leaders feel that managing performance is easier when employees are physically present. They believe being in the office allows for better oversight, real-time feedback, and accountability. However, the problem isn’t necessarily where people work – it’s how performance is measured. If a company struggles to track productivity remotely, that’s a leadership and process issue, not a location issue.
3. Reinforcing Company Culture
Many organizations worry that culture is eroding because employees aren’t physically together. While shared office spaces can foster a sense of belonging, culture isn’t about a location – it’s about shared values, leadership, and how people interact daily. A strong culture should be able to transcend physical boundaries, meaning companies need to think beyond ‘just getting people back in the office’ and instead focus on meaningful engagement.
4. Operational Efficiency
For some roles, being in the office makes sense – especially in industries where hands-on collaboration is essential. Quick decision-making, access to resources, and resolving issues in real time can be more efficient in person. However, many organizations are enforcing RTO policies across the board without considering which roles truly benefit from being on-site and which don’t.
The Fallout of a Poorly Executed RTO Strategy
While the intent behind RTO is often well-meaning, a heavy-handed approach can have unintended consequences. Employees who feel forced back without a clear ‘why’ can become disengaged, and that’s just the start of the problems.
- Lower Morale: Employees who have adjusted to flexible work arrangements may feel that their needs and work-life balance aren’t valued, leading to resentment.
- Higher Attrition: If employees perceive the RTO mandate as unnecessary or unfair, they’ll look for employers offering more flexibility.
- Decreased Productivity: Being in an office doesn’t automatically mean people are working better. If employees are spending more time commuting and feeling demotivated, productivity can actually drop.
- Employer Brand Damage: Companies enforcing rigid policies risk negative Employer reviews, social media backlash, and a damaged reputation among future talent.
Leadership plays a critical role in shaping how employees experience workplace transitions. If managers fail to provide support, clarity, and a compelling reason for returning to the office, engagement and morale will take a hit. [Read more on the role of managers in employer branding].
Common Mistakes to Avoid When Bringing Employees Back
Want to make RTO work without alienating employees? Here’s what not to do:
1. Not Communicating the ‘Why’ Clearly
If employees don’t understand the real reason behind an RTO policy, they’ll assume the worst – whether it’s outdated leadership thinking or a lack of trust. Transparency and open conversations about why in-office work matters (and what’s in it for employees) are critical.
2. A One-Size-Fits-All Approach
Not all roles require the same level of in-office presence. Blanket mandates fail to consider individual job functions, work styles, and personal situations. Instead, leaders should assess which roles truly benefit from in-person collaboration and offer flexibility where possible.
3. Ignoring Employee Feedback
Companies making RTO decisions in a leadership vacuum are setting themselves up for failure. Employees want to be heard, and gathering their input before rolling out a policy can make a huge difference in adoption and acceptance.
4. Not Preparing the Office Environment
If employees return to an office with limited meeting spaces, outdated technology, or a lack of quiet zones, the experience will feel frustrating and counterproductive. The physical workspace must be designed for how people work today, not how they worked five years ago.
5. Disregarding Work-Life Balance
The pandemic reshaped how people view work-life balance, and long commutes or rigid schedules can feel like a step backward. Companies that ignore this shift risk disengagement and burnout.
6. Failing to Adapt
The workplace is evolving. What works today may not work six months from now. Companies that refuse to adjust policies based on employee sentiment and business outcomes will fall behind.
How to Get RTO Right
If RTO is on your agenda, here’s how to do it in a way that retains top talent and strengthens, rather than weakens, your culture.
- Lead with Flexibility: Instead of rigid mandates, consider hybrid options that balance business needs with employee preferences.
- Communicate, Communicate, Communicate: Make sure employees understand why RTO is happening and how it benefits them.
- Invest in a Better Office Experience: Ensure the workplace is optimized for collaboration, focus work, and overall employee comfort.
- Measure & Adapt: Collect feedback regularly and be willing to refine your approach based on what’s working (or not working).
- Show, Don’t Just Tell: If leadership is advocating for in-office collaboration, they need to be present and engaged in the office themselves. Hiding behind doors will not build trust and engagement.
Final Thought: RTO as a Competitive Advantage
Bringing employees back to the office can be a strategic move – but only if it’s done in a way that enhances engagement, rather than undermines it. The companies that get it right won’t be the ones with the strictest mandates; they’ll be the ones that build workplaces employees want to come back to.
So, before you roll out that next RTO policy, ask yourself: Are we creating a workplace that excites and empowers our people? If the answer isn’t a resounding yes, it might be time to rethink your approach.
Written by Colette O’Neill, Chief Employer Brand Strategist and Founder of Advance Human Capital Solutions