The conversation around Return-to-Office (RTO) mandates has re-emerged with full force—and for good reason. As organizations seek to drive collaboration, rebuild culture, and boost performance, many are wrestling with how to design RTO policies that are both effective and empathetic. It’s a balancing act that demands nuance.
I recently had the opportunity to share my perspective in an insightful article by productivity expert Nina Mustafić. In it, we explored the pros and cons of RTO policies, as well as strategies to help organizations design thoughtful approaches that meet business goals without disregarding the diverse needs of their people.
So—what works when it comes to RTO? And where do we often go wrong?
Here’s what I’ve seen firsthand in my work with organizations:
What Works:
✅ Clarity and Communication
Clear expectations around when why, and how employees are expected to return to the office make a big difference. Ambiguity breeds frustration and resistance.
✅ Purposeful In-Office Time
Mandating presence without purpose is a missed opportunity. Use the in-office time for meaningful collaboration, relationship-building, and problem-solving—not for tasks that can be done as effectively at home.
✅ Flexibility with Structure
The most effective policies provide guardrails—not chains. Hybrid approaches that combine structure with flexibility give employees autonomy while maintaining cohesion.
✅ Employee Voice
Organizations that involve employees in shaping RTO policies—through surveys, focus groups, or pilot programs—build trust and buy-in. When people feel heard, they’re more likely to engage.
What Doesn’t Work:
❌ One-Size-Fits-All Mandates
Different roles and teams have different needs. Applying the same RTO policy across all departments often backfires.
❌ Rigid Requirements
Strict mandates that ignore employee well-being or life circumstances lead to disengagement and turnover. It’s not about being soft—it’s about being smart.
❌ Failing to Adapt
What worked six months ago may not work now. Successful companies continually gather feedback, assess outcomes, and evolve their approach.
Why It Matters:
RTO is not just a logistical issue—it’s a cultural one. The way leaders approach this transition speaks volumes about organizational values. RTO policies can rebuild the community, boost innovation, and increase alignment. Done poorly, they risk eroding trust and driving talent away.
As we move forward, the question isn’t whether employees should be in the office—it’s how we can create workplace strategies that support both business success and human sustainability.
I’m grateful to Nina Mustafić for including my perspective in this critical discussion. The full article is available here.
What return-to-office strategies are working in your organization? I’d love to hear your experiences and insights.
