As the global business landscape continues to evolve, many organisations are reassessing their workplace strategies, including the transition from remote work in-person work. The message seems clear, the workforce needs to return to work.
However, while there may be reasonable business grounds for this work model, successfully getting employees back to the office requires careful planning and consideration.
Navigating a return to office (RTO) in 2025
In 2025, the return-to-office (RTO) trend is accelerating as many organisations re-evaluate remote and hybrid work policies implemented during earlier phases of the pandemic. Prominent companies, such as Woolworths, have set an example by introducing phased return to work plans, requiring employees to gradually increase their physical presence in the workplace over several months. This phased approach aims to ease the transition, allowing employees time to adapt their personal and professional routines progressively.
Other major corporations have taken more direct routes, implementing firm mandates to fully return employees to the office. This shift marks a significant departure from the flexibility of hybrid and remote arrangements that became widespread in recent years, underlining the ongoing evolution of workplace dynamics and organisational needs.
Employers planning or considering RTO policies should approach this transition thoughtfully, ensuring organisational goals align harmoniously with employee well-being and morale.
Effective return to the office strategies
1. Communicate the Rationale Clearly
- Transparency is essential. Employees are more likely to support RTO policies when they understand the underlying reasons.
- Clearly articulate how increased in-office work aligns with business goals, such as enhancing collaboration, fostering innovation, or improving client services.
- Clear communication should be ongoing, not just at the outset. Frequent updates help employees remain informed and feel valued.
2. Engage Employees in the Process
- Involve employees in discussions about the return-to-office strategy.
- Soliciting feedback through surveys or focus groups can provide insights into their concerns and preferences, leading to a more inclusive and accepted policy.
- Consider creating internal ambassadors or RTO committees comprising employees from diverse roles or departments, thus increasing representation and buy-in.
3. Implement a Phased Approach
- Gradually increasing in-office days allows employees to adjust to the change.
- For instance, Woolworths’ strategy of starting with one day per week and incrementally increasing to three days office work over several months provides a model for easing the transition.
4. Offer Flexibility Where Possible
- While in-office work has its benefits, maintaining some degree of flexibility can help accommodate diverse employee needs.
- Hybrid models or flexible working hours can reduce resistance and improve morale.
5. Enhance the Onsite Work Environment
- Creating an inviting and functional workspace can encourage employees to return to the office.
- Improvements such as better catering services, upgraded facilities, and comfortable meeting areas can make the office more appealing- this links back to the organisational culture.
6. Provide Support for the Transition
- Recognise that returning to the office may pose challenges for some employees.
- Offering support through EAP and mental health resources, and assistance with commuting costs, or flexible scheduling, can alleviate stress and demonstrate organisational empathy.
- Training or upskilling opportunities can assist employees in reacclimatising to in-office work, especially those hired during work-from-home periods.
7. Monitor and Adapt Policies
- Regularly assess the effectiveness of the RTO policy and be open to adjustments based on feedback and changing circumstances. Having clear, measurable metrics (such as employee productivity, satisfaction surveys, and retention rates) will assist with objectively gauging policy effectiveness.
- Ensure the policies meet the needs of both employers and employees during the return to office process. Flexibility and responsiveness can enhance employee trust and policy success.
8. Lead by Example
- Leadership and Managers should model the expected behaviours by adhering to the RTO policy themselves. This sets a standard and reinforces the importance of the initiative.
- Leaders should not only to model compliance, but also actively engage with staff about their experiences and concerns during the transition, fostering a supportive environment.
9. Address Non-Compliance with Understanding
- Some employees may resist returning to the office. Approach these situations with empathy, seeking to understand their concerns and working collaboratively to find acceptable solutions.
- Develop clearly documented processes to handle ongoing resistance compassionately, ensuring fairness and consistency in policy enforcement.
10. Celebrate Milestones and Successes
- Acknowledge and celebrate the successful phases of the return-to-office plan. Recognising collective efforts can boost morale and reinforce a sense of community.
- Remember not only to celebrate organisational milestones but also individual or departmental achievements, recognising varied contributions and further strengthening morale and unity.
Final Thoughts
Implementing a return-to-office policy requires careful planning and consideration of both organisational needs and employee well-being.
By adopting a thoughtful and flexible approach to work arrangements, employers can facilitate a smooth transition that supports productivity and fosters a positive workplace culture.
For further assistance in developing and implementing effective RTO workplace policies, contact Strategic HR.
