Four Missteps in Returning to the Office: Experts Urge Employers to Avoid Mandates and Imitation

As 2023 enters its final months, discussions about returning to the office (RTO) are intensifying, with some of the world's most influential corporate executives weighing in. Amazon CEO Andy Jassy, according to the Associated Press, publicly criticized employees who failed to comply with the three-day-per-week attendance requirement; firms like Goldman Sachs have reportedly taken a tougher stance on attendance in recent months; other leaders have openly expressed dissatisfaction with remote workers.

Meanwhile, a recent survey by Resume Builder shows that the vast majority of companies plan to implement return-to-office programs by the end of 2024, and most say they are currently tracking or plan to track employees' actual attendance.

Roselyn Feinsod, who leads the people advisory services practice at EY, said that whether employers take a flexible or rigid approach to RTO, they need to recognize the intersection of economic realities and employee sentiment. "We're in an interesting period where organizations are balancing cyclical and structural factors," she said in an interview. "The labor market is fairly resilient in most places, and at the same time, a new generation of employees is not afraid to change jobs, define where and how they work, or demand flexibility from day one."

Mistake 1: Taking an "all or nothing" approach

When employers require long-term remote workers to return to the office full-time immediately or face disciplinary action, they start off on the wrong foot. Chris Kayes, a management professor at George Washington University's School of Business, notes that this approach can push employees to the opposite side of the organization during a period when employee engagement and satisfaction are generally declining.

"Even though the labor market has cooled, I still think employees hold the cards," Kayes said. "Employers are trying to push this, but employees are willing to leave, and employers aren't ready for that." He advises employers to consider a "gradual" return to the office, such as flexibly requiring employees to be on-site a certain number of days per week while allowing them to handle personal matters like childcare or eldercare from home or elsewhere.

Lina Tonk, chief marketing officer at isolved, says setting a timeline for the transition is also crucial because many employees' ways of working have changed. She notes that isolved clients who implement RTO policies at least one business quarter in advance and articulate the rationale behind the policy are more likely to succeed in bringing employees back.

Mistake 2: Signaling a loss of trust in employees and managers

Feinsod points out that hasty mandates that fail to consider employee productivity and achievements can undermine the trust built among employees, managers, and the organization as a whole. "If trust can't be maintained, then you've really lost it, and a host of problems will follow," she said.

She emphasizes that leaders need to balance the "I" and "we" aspects of the employment relationship, especially when it comes to work styles. Employees may prefer a certain way of working and have personal goals, but these elements also need to serve overall business objectives.

Managers play a key role in RTO conversations, and how organizations handle attendance requirements may vary by team and manager. Feinsod gives an example: management decisions may depend on whether the manager is co-located with the team or what form of flexibility direct reports need. However, Kayes notes that RTO decisions should not be left entirely to managers, because differences in attendance timing and methods across teams can lead to comparisons among employee groups, negatively affecting morale.

"The more leadership can set the tone for work flexibility and then give managers some autonomy... the more effective they'll be in managing their workforce," Kayes said.

Mistake 3: Thinking that offering meals or high-end office spaces is enough

So far, employers have tried various novel and even quirky methods to incentivize employees to come in, from promising in-person brainstorming sessions and free lunches to "drag bingo" events. But these approaches may miss the mark, partly because the quality of office space has little to do with whether employees decide to show up. A recent EY survey of more than 17,000 global employees found that even those who work for employers with what EY calls "A-grade" real estate showed no significant difference in their preferred work location compared to others.

That said, Feinsod says there are still elements in office design that can help employers optimize time on-site. She adds that outdated design elements, such as long corridors, closed doors, and lots of cubicles, are unlikely to foster collaboration and connection. "Your space needs to be social," Feinsod says. "Employees who have quality spaces are less likely to leave."

To that end, employers can rethink how they use certain areas within the office. For example, Tonk says conference rooms can be transformed into "work pods" for specific teams or business units, which teams can book for designated days. "It's important to think about office layout because it relates to what you're trying to achieve," Tonk adds. "Do you want employees to come in and collaborate? If so, is the layout designed for that, or can it be adjusted?"

Additionally, in-person events can help make the office more attractive, but employers also need to be aware that employees may feel anxious about returning. Tonk suggests that HR departments can use surveys to understand employee concerns and incorporate them into the broader RTO plan.

Mistake 4: Copying other companies' RTO plans

It may be natural for employers to follow in the footsteps of large organizations, but that in itself is a potential mistake. "Companies are just trying to imitate each other, and that's causing a lot of friction with employees," Tonk says. "Many companies are just following the trend without looking at themselves and their business goals." She notes that employers don't necessarily need to implement a three-day-per-week attendance requirement just because it works for companies like Google. Instead, the company's business strategy should determine its approach. Potential considerations include the organization's real estate trends—whether it's expanding or downsizing space—and its financial situation.