A successful return-to-office policy also requires employee engagement strategies

The HR department knows that employee needs and expectations—whether explicitly expressed or unspoken—are constantly evolving. Return-to-office (RTO) policies add a new dimension to this picture: according to an August 2023 ResumeBuilder report, 9 out of 10 employers plan to implement RTO policies by 2024. As the future of work continues to change, how can HR provide the ideal (hybrid) work environment?

The State of Remote Work report from video conferencing company Owl Labs points out that remote employees do benefit from the freedom of not being required to come into the office. 57% of respondents believe they are more productive working independently remotely, while only 30% think they are more productive in the office. About half of employees say they are more creative when remote; 49% believe their focus is better when remote, compared to 39% who say they perform better in the office.

However, research also reveals that knowledge workers value interacting with colleagues: 60% of respondents enjoy meeting new colleagues in the office, while only 17% prefer doing so remotely. About half prefer in-person team meetings, and a quarter prefer virtual meetings (with a similar proportion of respondents preferring in-person collaboration over remote).

So, how can HR balance these mixed expectations and information?

Communication is the secret

Regarding the mixed results of remote work surveys, Owl Labs CEO Frank Weishaupt noted in a public statement: "There is no one-size-fits-all solution that works for every employee when it comes to the work environment, which is why hybrid work is the future." This view echoes that of Abraham Gonzales-Pollick, Vice President of Client Development at Vensure Employer Services.

Gonzales-Pollick acknowledges that certain industries must be on-site, and he suggests that HR collaborate with employees to define what RTO looks like within the organization. He advocates replacing exit interviews with "stay interviews" and recommends maintaining open communication at every stage, including recruitment, onboarding, performance management, training, and development.

"Employees go through all these stages throughout their lifecycle. Listening to what employees need in the moment will be very beneficial," he says. Perhaps organizations need more flexibility or better compensation, he continues: "Maybe the organization needs more fun activities, maybe employees need a little bonus. Who knows?" Gonzales-Pollick told HR Dive: "Every organization is different, and every industry is different."

Regarding RTO, Jakada Imani says most of his clients are "dipping their toes in cautiously." As CEO of The Management Center, a leadership consulting firm focused on inclusion and equity, Imani has a macro perspective on the hybrid work landscape. Many employers understand the importance of reintegrating employees into the physical workplace, but he also points out that carelessness can undermine the best intentions.

Why the secret matters

"The mistake many large companies make is—they don't actually communicate with their teams," Imani told HR Dive. "They don't discuss what employees' preferences are, why that is, what the work requires, and how to track and focus on work needs."

Imani says that beyond future workflows and hybrid dynamics, discussions should address how RTO "will disproportionately affect different employees." For example, many Black people prefer remote work because it gives them a reprieve from in-person racial discrimination. (Previously, an executive at a recruiting firm told HR Dive that remote work is a racial equity issue.)

Research firms like McKinsey & Company continue to focus on women in the workplace and publish annual insights. "We know that especially women, mothers, and caregivers greatly favor remote work because it allows them to more actively fulfill caregiving responsibilities and reduces the stress of commuting," Imani says.

How HR can make the office an ideal place

Beyond compliance requirements—all HR experts interviewed for the Office Space series mentioned the importance of lactation rooms—employers also need to "convince" employees to return to the office, as one expert previously stated. This regional head of a shared office company described how their spaces are carefully designed: featuring private spaces like "focus rooms" and collaborative open areas, with common areas equipped with "soft seating" and more.

Gonzales-Pollick, speaking about physical space elements, says: "We should think about the space and how to engage the senses, not just functionality. People need more than just a desk, a phone, and a monitor, right?"

"These are all functional, but when we focus on the design and emotional aspects of the workplace, we are influencing mood, behavior, and attitude. It's these that affect performance," he continues. "You may not realize it, but lighting matters. Plants on desks, photos, and collaborative spaces."

Gonzales-Pollick adds that color also matters. He gives an example: if the walls of a company's break room "haven't been painted in 10 or 20 years," and the boss mandates RTO because employees "perform better" in the office, that logic doesn't hold up. He explains that it may not be able to compete with the windows, bright colors, and comfortable chairs of working from home.

HR needs in-person engagement plans

Gonzales-Pollick also emphasizes the importance of daily engagement activities or what he calls "energy hours." He also expands on the concept of employee resource groups. "We think about diversity, equity, inclusion, and belonging in novel and meaningful ways, but belonging is sometimes overlooked," he says.

He proposes the idea of "belonging groups" to "give people something to look forward to," so they can say: "I belong here. If I don't come to work, I'll miss out, because I benefit so much from these belonging groups."

"We want every work environment to be highly supportive and highly connected. But we know that's not the case. We know many work environments are dysfunctional at best and toxic at worst," Imani says. "So, if you're going to bring people together to build connections and camaraderie, you actually have to proactively build that."

Imani even mentions the traditional concept of "icebreakers." "These methods really work because they build trust, build connections, and help people get to know each other," he says, laying the foundation for a "virtuous cycle."

He continues: "Conversely, I sit in my cubicle, you sit in yours—that doesn't build camaraderie. When we don't know each other's names, don't know what each other does, and don't have specific projects or collaborations—surprise! That doesn't build deep connections."

Both experts suggest that HR teams schedule engagement activities during the workday, especially being mindful of caregivers' time. Beyond happy hours, employers can invite speakers followed by breakout discussions, pairing employees with those they don't usually work with. Imani also suggests lunchtime discussion groups; simple prompts can be effective.

Imani improvised three prompts:

• What do you like to do outside of work?
• What do you truly love about your job?
• What is one thing you're looking forward to in the next 12 months?

"There's so much managers can do," Gonzales-Pollick says. "They just need to give themselves the creative freedom as leaders to experiment."

Many leaders complain about the lack of "serendipitous hallway moments" when transitioning employees from working from home to the office. But Imani could be said to counter that idea. Intentional engagement activities truly give employees the opportunity to get to know colleagues.

"It's a bit 'forced,' but so is returning to work," he says. "So let's create opportunities for connection, rather than random ones. Because if I run into you in the hallway, I'll just say 'excuse me' and keep walking."