Return to the Office in 2025?

HR / Workplace

By:  Kim Adamson

As we move into 2025, the work landscape continues to evolve and is shaped by the lessons learned during the pandemic, the ongoing shifts in employee expectations, and organizational needs. While some companies continue to embrace hybrid and remote work, others are implementing stricter return-to-office mandates. For example, in January 2024, Amazon required all employees to return to the office five days a week.  Some employer’s decisions to mandate return to the office are motivated by the belief that being in the office fosters better collaboration and organizational culture.

KPMG recently published its “2024 KPMG CEO Outlook,” which found that CEOs surveyed are making the decision to have employees return to the office following decisions made during the pandemic to allow the majority of staff to work remotely.  Of the CEOs surveyed, 83% expect a full return to the office within the next three years, which is up from 64% of CEOs surveyed in 2023.  This year, 87% stated they are likely to reward employees who make an effort to return to the office with favorable assignments, raises, or promotions.

During an interview in September 2024, Johnny C. Taylor, Jr., SHRM President and CEO, stated that HR staff, managers, and leaders should assist employees with what he termed “re-entry shock” when returning to the office after summer vacations or the decision to have staff return to the office after the pandemic. He further stated that employers can support employees in adjusting to returning to the office by providing access to developmental training, leadership training, and training related to mental health, physical, and financial wellness.

When an organization decides to require employees to return to the office (RTO), employers must develop and implement a return to the office strategy that is empathetic and effective.  A SHRM article, “How to Implement an Effective Return-to-Office Strategy,” discussed the following the guidance:

  • Defining the Reasons for RTO
    • While leadership may feel the reasons for returning to the office are obvious, employees who have been successfully working remotely may need to see the benefits.
    • Employees will not support assumptions about lost productivity and collaboration. Clear and transparent reasoning will be respected and trusted by employees. The onus should be on employees to reevaluate their own reluctance to return.
  • Conducting a Risk Assessment
    • Surveying managers about their staffing concerns is an excellent place to start.
    • Conducting surveys and obtaining feedback from employees may be useful for helping companies adapt their policies and better support employees. As always, follow-up action is important to instill employees’ trust, understanding, and loyalty.
    • Employers must consider various legal and compliance issues related to RTO.
  • Developing the RTO Strategy
    • Using a data-informed approach, design an RTO strategy that best meets business objectives, employee concerns, and risk abatement.
    • Will the organization require a full five days in the office, a standardized three days in the office and two at home, or a set number of expected days at the organization’s discretion? What are the exceptions to the in-office requirement, such as workers who need disability accommodations, employees currently living out-of-state or a set distance from the office, or other criteria?
    • Determine whether the return will occur in phases and how much notice is necessary to best support a successful return.
    • The strategy should also consider whether the organization will use rewards or punishments to enforce the RTO. For example, it could reward departments with a higher percentage of employees who RTO or strictly enforce the RTO policy and associated consequences to avoid allegations of favoritism.
    • Organizations may consider subsidizing some of the associated expenses and offering benefits to ease the transition (e.g., transportation passes or reimbursement, free parking, on-site childcare, ensuring the availability of a wide variety of food options, or in-office gyms). This level of care and resources can improve employee engagement and retention related to an RTO strategy.
  • Establishing and Deploying a Communication Strategy
    • Communication should be clear and consistent. Empathetic messaging will keep employees informed and help them understand the organization’s expectations.
    • Ensure the RTO strategy is communicated from the top down and that people managers are supported in handling the disruption. Provide FAQs for people managers to help them support and guide employees through the process,
    • Provide ongoing information for all employees on key points. Updated policies are essential to effectively addressing the challenges of RTO.

Return to work is characterized by a blend of flexibility and a focus on employee well-being. By embracing these trends and addressing the associated challenges, organizations can create a productive and supportive return-to-work environment that meets the needs of both the business and its employees.

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