The challenge? Employees are resisting. Leaders recognise the benefits of flexibility, but they also value the collaboration, connectivity, and culture that come with in-person work. Convincing staff to give up the home office for early commutes and on-site meetings, however, is proving far from easy.
So why are employers pushing harder for office presence? And how can they do it in a way that works for both the business and its people?
Some companies are tying return-to-office mandates to business performance. For example:
The argument from leadership is clear: connection, culture, and collaboration are stronger in person. Yet employees often see these mandates as outdated, overly rigid, or even arbitrary.
For many employees, being told to return feels like a step backwards into a culture of presenteeism. The loss of work-life balance is a major concern, as is the perception that offices don’t support focus and productivity. We have also heard, many times, it seems a wasted exercise when people commute and attend offices, to sit on remote meetings all day with people not in the office.
Research highlights the disconnect. An Owl Labs study found 70% of UK managers quietly allow staff to work remotely despite official policies. In companies mandating a full five-day return, many employees simply ignore the rules. Some even point out that managers themselves stay home while asking their teams to commute in.
This undermines credibility and makes the office experience even less appealing. Low attendance creates quiet, underused spaces – hardly an environment that motivates people to come back. Additionally, bums on seats plugged into virtual meetings with headphones in is equally counterintuitive.
Business leaders and managers need to lead by example and demonstrate why in person connectivity is so valuable.
There’s also scepticism about the reasoning behind return-to-office decisions. Forbes (Feb 2024) reported that many corporate mandates stem less from evidence and more from politics, culture, and leadership preferences. While some organisations do base their approach on data, they appear to be in the minority.
This leaves employees questioning: is the move really about performance, or just tradition?
If employers want to overcome resistance, mandates alone won’t work. Instead, companies need to make the office a place people want to return to. As Indeed’s Chief People Officer, Priscilla Koranteng, puts it:
“The reality is, the pandemic forever changed the way we work. The most successful organisations today are not just implementing return-to-office policies – but creating places people want to come back to.”
Practical steps include:
The future of work is unlikely to be fully remote – or fully in-office. The challenge for leaders in 2025 is to strike a balance: creating a workplace culture where flexibility is respected, but where the office remains a hub for connection, collaboration, and growth.
Mandates may bring people back temporarily, but lasting success will come from designing an office experience employees actually value.
Planning your return-to-office approach for 2025 and beyond?
Metro HR can help you design people-first policies that work for everyone – contact us today or click below to book in a free consultation:
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