As we turn the page and begin a new year, one hallmark of 2023 that’s sure to continue well into 2024 and possibly beyond is the ongoing battle of employers mandating a return to office, or RTO. If you’re a company leader who’s called your employees back to the office, we have just one question for you: How’s that working out?
By virtually all accounts, what workers want and what employers are demanding are in stark contrast to one another. Some challenges contributing to the difficulties include overly strict mandates lacking supportive data, employees feeling unheard or disrespected, and performance reviews directly tied to in-office attendance.
A recent study by Envoy, a workplace transformation company, reveals that a staggering 80% of executives regret their initial return-to-office decisions, acknowledging a need for a better understanding of employees’ office attendance and usage of amenities.
According to Gleb Tsipursky, CEO of Disaster Avoidance Experts and author of Returning to the Office and Leading Hybrid and Remote Teams, “The most common hybrid approach — a blanket policy that requires all employees to come into the office a set three days a week — is actually the worst method.” He advocates for a team-led model, allowing different teams and departments to determine what works best for them.
LinkedIn data indicates a significant shift in employee preferences, with 50% of job applicants expressing a reluctance to be in the office full time and 40% of current employees claiming they would quit if forced into full-time office work. However, remote work opportunities have declined, dropping from over 20% of job listings in March 2022 to just 8% in May 2023.
Among the more common ways employees are resisting RTO policies, Tsipursky highlights open public resistance, where employees at companies like Amazon have made headlines for signing petitions or walking off the job; refusal to comply — especially among senior employees — by just continuing to work from home or only coming into the office sporadically; and employees simply quitting. In the cases of non-compliant employees, Tsipursky notes managers are often covering for those employees, fearing their loss and themselves discontent with top-down RTO rules. The resistance also extends to less established or junior employees who may opt for subtle disengagement, providing only 80% effort when required to be in the office.
Tsipursky suggests a proactive, employee-centric approach to RTO policies, emphasizing the importance of understanding employees’ preferences through surveys and focus groups. This data-driven approach allows leaders to align the purpose of the office with employee expectations. Conversations about collaboration, socialization, mentoring, and team bonding are crucial to fostering a positive office culture. Importantly, punitive measures like tracking badge scans and linking in-office time to performance reviews can breed distrust and disengagement, emphasizing the need for open communication and mutual understanding.
Kathy Kacher, a consultant advising corporate executives on their return-to-office strategies, agrees that companies enforcing a stringent three-day-a-week office return without soliciting employee input are grappling with significant challenges. According to Kacher, these companies are struggling with employee retention and recruitment, prompting some to reconsider their initial policies and reduce the mandatory in-office days due to backlash from employees.
Kacher foresees a prolonged adjustment period, estimating it will take at least another year or two for companies to establish an office routine that satisfies employees and avoids regrets from management. “Some organizations are still in denial about the reluctance of people to return to the office, while others have shifted into an acceptance phase, exploring more creative or alternative approaches,” she notes. “However, achieving consensus and adaptation will require time for everyone involved.”
