As businesses navigate the post-pandemic work environment, return-to-office (RTO) policies have become a point of contention between many employees and employers. While companies may view RTO as a way to boost productivity and collaboration, MyPerfectResume’s 2024 RTO Survey found that many employees view these policies as a shift back to outdated work models and see RTO policies more as an attempt on the part of employers to exercise control over the workforce as opposed to a move that is truly necessary for success.
MyPerfectResume’s survey shows that workers are more than a little reluctant to return to full-time onsite, despite 28 percent saying their employers have threatened to fire those who don’t comply. Those surveyed make it clear they value the flexibility and work-life balance they became accustomed to during the COVID-19 pandemic above all else.
The scope of HR’s role has evolved in this push-and-pull between employers and workers. HR professionals now play a crucial part in developing policies that meet company goals and a modern workforce’s evolving needs. The challenge is to find ways to balance the desires of the C-suite and workers while maintaining high performance and hitting company goals.
Employees Shun the Traditional Work Week
The resistance to mandatory RTO policies reflects a shift in workers’ values post-pandemic. Employees who had traditionally spent their careers working onsite from 9 to 5, found they had greater autonomy and control over their lives during the pandemic lockdowns when most people worked from home. Companies also had to implement significant changes to accommodate remote work, from upgrading technology to reshaping policies. Many of these adjustments remain in place, making employees feel that returning to full-time in-office work isn’t a necessity. Now, RTO policies threaten this newfound freedom, and workers have strong feelings about why their companies insist they return to onsite work.
Theories abound on why their employer wants workers back onsite, but most workers believe the motivation centers on having more control over their workforce. MyPerfectResume’s survey found that 77 percent of employees view RTO mandates as a control mechanism, while 64 percent feel these policies stem from a lack of trust in remote work. There were other motives workers cited, as well:
- 72 percent say their employer believes working onsite will improve productivity.
- 71 percent believe the push to RTO is because employers think it will improve communication and collaboration.
- 42 percent think companies want to reinstate onsite work to force attrition without the need for severance packages.
- 34 percent say companies demand RTO because leadership wants an excuse not to have to work from home themselves.
HR’s Role in Representing Workers’ Needs
To fulfill their obligations to workers, HR representatives have several key focus areas for smoothing the tensions created by RTO policies.
First, HR can use its influence to help company leaders recognize that employee expectations have changed post-pandemic and help them see that traditional approaches to work are no longer effective.
Next, HR professionals must rise to the challenge of guiding employers in designing policies that meet these new demands. Advocating for policies that reflect these new worker expectations will help their companies stay competitive, retain top talent, and maintain a positive work culture.
Companies Want Their Workforce Back
For many employers, RTO policies may respond to real or perceived losses in productivity and collaboration, which they associate with the rise in remote work. At least, that’s how workers view the pressure they are receiving to return to the office.
The 2024 RTO Survey showed that 72 percent of workers believe their employers view onsite work as essential for productivity, while 71 percent feel companies push for RTO to foster better communication and teamwork.
HR’s Role in Representing Employers’ Desire for a RTO
HR’s task for companies considering strict RTO policies is to bridge the gap between company needs—an onsite workforce—and workers’ demands.
To do this, HR professionals must be able to help employers understand that productivity is not necessarily tied to onsite work. Gathering evidence of company successes during the period when workers were 100 percent remote can help with this persuasion.
Reminding employers that strict RTO policies will lead to losing top talent is also key. MyPerfectResume’s survey found that 28 percent of respondents say their company has threatened to fire workers who don’t comply with mandatory RTO. Even with that threat hanging over them, more than a third (36 percent) of respondents say there is no perk their company could offer to justify a full-time return to the office.
Convincing leadership that less stringent policies may be the key to success can support creating a harmonious work environment that promotes the company’s performance goals.
Creating a Balanced RTO Policy
In balancing employer and employee expectations, HR must consider the benefits of collaborative company culture and strong performance metrics while supporting flexible work arrangements that employees highly value. This delicate balance requires HR leaders to act as intermediaries who can translate employee needs into practical, performance-focused policies.
HR Strategies for a Balanced RTO Policy
To navigate the RTO landscape effectively, HR can employ several strategies that address both company objectives and employee desires:
- Promote performance-based management: Rather than measuring productivity by employees’ physical presence at work, HR can help shift the focus to outcomes and achievements. When performance is evaluated on results, employees can feel free to work from locations where they feel most productive, helping companies achieve their performance goals without enforcing a rigid RTO policy. By focusing on outcomes and achievements rather than physical presence, companies can drive productivity, foster innovation, and meet their performance goals, all while offering employees the flexibility to work from wherever they perform best.
- Invest in technology to encourage remote collaboration: Virtual collaboration tools can help facilitate teamwork across remote and in-office employees. By promoting the effective use of these tools, HR can demonstrate that collaboration does not require everyone to be onsite. This approach allows for hybrid work models where employees split their time between home and office, offering workers the desired flexibility.
- Personalize incentives: Instead of offering workers universal incentives, HR can develop personalized incentives that cater to individual employee needs. HR can create a tailored approach that aligns with employees’ unique circumstances by offering flexible scheduling options and benefits such as wellness programs or childcare assistance. This approach helps retain top talent and supports caregivers and employees from underrepresented groups often disproportionately affected by strict in-office mandates, creating a more inclusive and equitable workplace.
- Focus on learning and development (L&D): Career growth is a powerful motivator for many employees, with 31 percent indicating they would consider returning to the office if there were an L&D budget. By positioning the office as a space for personal and professional growth, HR can shift employees’ attitudes about going into the office. Workers may be more amenable to onsite work if it is seen as a place for learning and opportunity.
Key Takeaways
Navigating RTO policies requires an approach that respects company goals and employee needs. HR plays a critical role in achieving this balance.
As the workforce prioritizes work-life balance and flexibility, HR professionals will be instrumental in shaping work environments that make workers feel heard and understood while supporting the organization’s long-term success.
HR can create an RTO policy that brings out the best in employees and the organization through hybrid models, performance-based management, personalized incentives, and growth opportunities.
