As businesses reset ways of working in 2025, many are revisiting remote and hybrid arrangements. The goal isn’t simply “back to the office at all costs”, but a model that is lawful, reasonable and fit-for-purpose. A model that meets operational needs without losing the benefits of flexibility and focus.
For employers, the smartest path blends clear business rationale, careful change management and a measured rollout that people can get behind.
Navigating a return-to-office in 2025
In 2025, the return-to-office 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.
Across Australia, mandated in-office days are trending up — research indicates the average is rising towards 3–4 days a week in 2025 — which means your approach must balance competitiveness in the talent market with operational needs.
Employers planning or considering RTO policies should approach this transition thoughtfully, ensuring organisational goals align harmoniously with employee well-being and morale.
Legal boundaries in Australia: what’s enforceable
Under Australian law, employers may issue lawful and reasonable directions — including directions to attend the workplace — provided they don’t breach contracts, awards/agreements or other laws. The “lawful and reasonable” test is conjunctive; you must satisfy both limbs (lawful and reasonable) in the circumstances.
- Contracts & instruments: Check employment contracts, enterprise agreements and relevant awards before mandating days on-site.
- Flexible working requests: Eligible employees can request flexibility. Employers have expanded obligations to consult, genuinely consider, and (where refusing) provide reasons; the FWC can now resolve some disputes. Document your process.
- Reasonableness: Factor role requirements, safety, caring responsibilities and any past flexibility practice when judging what is “reasonable” for particular staff.
Effective return to the office strategies
1. Communicate the Rationale Clearly
- Transparency is essential. Employees are more likely to support Return-to-Office 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.
- Publish a one-page ‘Why now, why this model’ note, linking the return-to-office settings to client responsiveness, collaboration and quality standards.
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 Return-to-Office committees comprising employees from diverse roles or departments, thus increasing representation and buy-in.
- Where flexible work requests arise, follow the Fair Work consultation steps and keep a record of considerations and reasons.
3. Implement a Phased Approach
- Gradually increasing in-office days allows employees to adjust to the change.
- Cite your phase plan, mirroring large-employer practice to normalise 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.
- Define role-based exceptions (e.g., field, client-site, or deep-work roles) and set core hours to preserve team overlap.
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.
- Prioritise the spaces that drive outcomes: collaboration zones, client war-rooms, and quiet focus areas. Publish a short ‘what the office is for’ guide.
Before you ask employees to come back on-site, make sure your approach is compliant, practical, and people-focused. This quick, practical checklist is designed to help you roll out a return-to-office policy that works for your business and your people.
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.
- Train leaders on handling objections empathetically and lawfully; provide a simple script and escalation path.
7. Monitor and Adapt Policies
- Regularly assess the effectiveness of the Return-to-Office policy and be open to adjustments based on feedback and changing circumstances. Having clear, measurable metrics will assist with objectively gauging policy effectiveness.
- Metrics could include team employee productivity, satisfaction surveys, retention rates, engagement (eNPS), retention/turnover, absenteeism, client SLA adherence, incident rates, rework, and time-to-decision. Compare pre- and post-phase.
- 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 Return-to-Office 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.
- Have executives publish their in-office days for the pilot period to model behaviours.
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.
- Use a stepped pathway: (1) conversation and reasonable adjustments, (2) formal direction with reasons and support, (3) apply conduct process only after prior steps fail — keeping the direction lawful and reasonable for the individual.
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.
- Share quick wins (client feedback, reduced cycle times, improved collaboration) in a monthly dashboard.
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 Return-to-Office policies, contact Strategic HR.
Frequently Asked Questions
Can we require everyone to return to the office?
Yes, if the direction is lawful and reasonable in the circumstances and doesn’t breach contracts, awards/agreements or other laws. Consider role needs, individual circumstances and any past practices before deciding what is “reasonable”. Document your decision-making.
How do flexible work requests affect our Return-to-Office plan?
Eligible employees may request flexibility. You must consult, genuinely consider the request, and give reasons if refusing. The FWC can resolve some disputes. Build this pathway into your Return-to-Office process and keep records.
What if a role has proven effective remotely?
Use a role matrix. If outputs, safety and client responsiveness are maintained remotely, consider exceptions or fewer mandated days, with metrics to review quarterly.
What’s a sensible phase-in?
Common models move from 1→2→3 days over several months (as large employers have done), with pulse checks after each phase.
How do we handle refusals?
Start with a conversation, explore adjustments, and re-state your business rationale. If needed, issue a formal direction that you’re confident is lawful and reasonable for that person, and set a review date.
