Getting Employees Back in the Office: What Works and What Doesn’t

With an increasing number of businesses navigating the evolving landscape of working, getting employees back into the office remains a significant challenge. While some organisations have implemented in-person attendance mandates, others are attempting to fund a more strategic balance, focusing on flexibility, incentive and a meaningful workplace experience. Here is a breakdown of that does and doesn't work when it comes to return-to-office (RTO) strategies:

What works?

Flexibility & hybrid working models

What works for some, will not necessarily work for others. A one size fits all approach very rarely works. Employees have now become used to the autonomy of how and where they work, with hybrid models striking the perfect balance between in-office collaboration and remote flexibility. Businesses like Unilever, as one example, maintain a 40% office attendance policy, while allowing for variation based on role and location. It is this kind of adaptability that fosters goodwill and ensures employees don’t feel trapped into a rigid structure that fails to consider their needs.

‍Incentivising employee return

Here's a thought-provoking statistic for you: the vast majority of global leaders, including 83% in the UK, are considering tying financial rewards and promotions to office attendance. This strategy, at first glance, seems quite straightforward;  incentivize that which you want to encourage. Yet, it raises profound questions around the evolving nature of the workplace. Are we risking a culture where presence trumps performance?

Building a sense of community

One of the strongest draws for in-office attendance is the opportunity to connect and collaborate with colleagues. Businesses fostering team engagement through things like networking lunches, team building events and co-ordinated in-office days see greater engagement and participation from employees. Ensuring that senior leadership is visibly present will enhance employee motivation; with employees valuing face to face time with management, further strengthening culture and creating a sense of shared purpose.

Improved office design/functionality

Companies need to reimagine the office as a space that offers something fundamentally different and more valuable than the home office. This could mean rethinking workspaces to foster collaboration through tech integration, offering more flexible hours, or strengthening the social and cultural aspects of office life. The goal is to create an environment where employees feel their best work can be done.

Listening to the needs of your employees

As companies plot their courses, an essential voice must not be overlooked – that of the employees themselves. The workforce has not only had to adapt to remote and hybrid models but, in many cases, has come to prefer them. The clash between employee comfort and corporate strategy is not just a logistical dilemma; it's a reflection of a deeper societal shift in our relationship with work. Successful RTO strategies take employee feedback into account. You might consider conducting internal surveys to understand employee concerns and reluctance (commuting cost, work/life balance, workspace preferences) to ensure that policies reflect the realities of the workforce.

What doesn’t work?

Strict mandates without compromise

The push towards office-centric working is most pronounced in the tech and banking sectors. Organisations like Amazon, JP Morgan, Meta, Citigroup, and Lloyds are steering away from flexible working patterns. Their argument hinges on collaboration and culture – the magic that supposedly happens when people share a physical space. But, in an era where digital collaboration has achieved wonders and employees are prioritising a healthier work/life balance, is the office an incubator of innovation or a bygone relic of the pre-pandemic age?

Ignoring employee challenges

Paying no heed to the real barriers employees face, such as childcare (or lack thereof), accessibility and commuting concerns can make RTO policies anything but effective. Businesses failing to address the root cause of an employee's reluctance to come into the office risk alienating their workforce, reducing productivity and detrimentally impacting their brand. 

Lack of purposeful office usage

A core issue lies in the lack of a compelling narrative accompanying these policies. Many organisations have struggled to articulate clear, convincing reasons for the shift back to in-person work, leading to resistance and scepticism among employees. This gap in communication highlights the need for a more strategic approach. Companies must not only establish clear guidelines for returning to the office but also provide a well-defined rationale that resonates with their workforce. This involves demonstrating how in-person collaboration can optimise performance and contribute to both individual and organisational success. By weaving a narrative that aligns with the company's culture and goals, employers can foster a more receptive and enthusiastic response from their employees, ensuring a smoother transition back to the office environment.

Encouraging employees to return to the office successfully requires businesses to move beyond outdated models and pre-pandemic thinking. The world of work has changed, and so have employee expectations. Flexibility, incentives, and a compelling in-office experience must take center stage. By addressing real employee concerns, fostering community, and demonstrating clear value in office attendance, companies can create a workplace that employees genuinely want to return to—not out of obligation, but because they see its true worth. The future of work isn’t about forcing a return to old habits; it’s about creating an environment where employees can thrive both professionally and personally.

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