Let’s talk about the elephant in the office: The mandated return in 2025

As the year draws to a close, many employees will be physically and mentally preparing for the mandated office return in 2025; with multiple organizations stipulating three, four, or even five days each week.

To be clear, this article isn’t about debating whether that’s the right or wrong approach; every business has unique needs. For example, a small team based in one location might benefit from face-to-face interaction. However, for many, a return to the office often means commuting to spend the day on their laptops in virtual meetings...

So, the key concern lies in how these transitions have been communicated - often with little clarity on the “why.”

---

Common reasons for mandating office returns

• "Collaboration is better in person."

• "It improves mental health."

• "It boosts performance."

• "Our competitors are doing it."

• "We all did it pre-COVID."

• "It could be worse…" (Yes, really.)

The problem? Employees aren’t buying it. These vague explanations breed distrust, with employees citing “being forced back” and speculating about ulterior motives, such as organic layoffs.

Mandating a return to the office without clear purpose, also risks overlooking or diminishing the significant benefits remote work has brought - including increased diversity, sustainability, and equity.

So, without a clear “why,” organizations are unintentionally eroding morale and productivity - the complete opposite of their intentions.

Gallup’s research highlights that disengaged employees cost the global economy $8.9 trillion annually; mandates that lack authenticity risk amplifying this issue further.

---

Change Management 101: Make the "why" clear and collaborative

People resist change when it feels imposed. Many office-return announcements lack engagement, dialogue or employee input. Instead of fostering buy-in, its alienating teams.

If a return to the office is truly necessary, organizations need an honest narrative and must involve their employees on the journey. For example:

• “How can we build a sense of community and collaboration in the office?”

• “We’ve invested heavily in this space; how can we make it valuable to everyone?”

• “How can we reunite in the office while preserving and building on the flexibility and inclusivity remote work has fostered?”

And some companies are doing this already, including:

• Redesigning office spaces for accessibility, collaboration and creativity.

• Offering perks like “bring your dog Fridays”, care-giver support or wellness-focused initiatives.

• Actively engaging employees in co-creating the return-to-office experience.

---

Pause and challenge

Before your organization joins the “trend” consider:

1. What problem are you solving? Is productivity really about location, or does it point to gaps in performance management processes, tools, or leadership?

2. What’s in it for employees? Mandating a return removes flexibility and autonomy, which may impact employees' lives, from health and caregiving responsibilities to financial and time burdens. Ask your employees for feedback and listen.

3. What does success really look like? Tracking badge swipes might show attendance, but does it come at the expense of productivity, engagement, diversity and sustainability?

---

The bottom line

Research consistently shows that employee engagement thrives when people feel heard and supported. Gallup found that organizations with highly engaged employees outperform their peers by 23% in profitability.

Organizations have an opportunity to lead with empathy and strategy. If returning to the office is part of your future, ensure it aligns with the needs of your people and your business; the “why” needs to truly resonate.

What’s your experience? Have these transitions worked well in your organization - or fallen flat? Share your stories!