Why your return-to-office policy is killing employee engagement
Employees are being required to come back to the office in droves. And while the idea might be to bring everyone together, the reality is quite the opposite.
Our return-to-office (RTO) snapshot survey found that 77% of employees see RTO as a negative change. Whether it’s hindering their productivity or lowering their job satisfaction, it simply isn’t working for the people on the ground.
But when it’s done right, you have a shot at improving employee engagement — which drives profit.
Productivity takes a hit at the office
The more productive employees are, the more time and energy they have to be engaged. And when they’re forced to come into the office, they’re less productive.
Our survey also found that 86% of employees report lower productivity at the office compared to remote work. Specifically, the top five factors impacting productivity are:
Commute time
Office distractions
Lack of flexibility
Health and safety concerns
Technology/equipment issues
So while decision-makers see RTO as a chance to waltz down the hall and chat someone up, individual contributors are struggling to get their jobs done because of exactly that kind of behavior.
Rigid RTO policies push people away
Blanket expectations. One-size-fits-all schedules. These are the greatest hits of a typical return-to-office policy. But the biggest recurring theme in our snapshot survey was flexibility — or a lack of it.
Employees want…
Hybrid work options that let them balance remote and in-office time.
Schedules tailored by role and level, recognizing that not all jobs require the same in-person presence.
Flexibility for life circumstances, like childcare, elder care or medical needs.
Trust to come in when it matters, rather than being micromanaged on attendance.
Dedicated, distraction-free workspaces that let them focus.
Input on decisions so their feedback shapes policies before they’re finalized.
But many of these solutions aren’t being implemented, which contributes to the fact that 73% of employees report lower overall job satisfaction post-RTO.
Employees say leaders don’t understand RTO challenges
Another “yikes” moment from our survey? Employees don’t feel like leaders truly grasp the impact of RTO on their lives. On average, they rated leadership’s understanding a 2 out of 5.
When people see the blanket mandate, the rigid schedules and the “let’s all be together” message, they’re thinking: Do they even realize what this is doing to us? Commutes, distractions, less flexibility, health concerns, equipment frustrations. It all adds up. And regardless of who’s “right” or “wrong,” that gap in misunderstanding will cause employee engagement problems — and it’s too wide to fill without compromise.
After all, why would employees go above and beyond to engage with people who, in their opinion, don’t understand them?
Out with the old: return-to-office engagement tips
Let me be clear: If you’re struggling with employee engagement — or losing people altogether — because of your return-to-office mandate, you need to rethink the policy itself. You can’t just frame the same plan a different way and think you’re good to go.
Solve for the “why.” Start with the problem you’re trying to solve in the first place with RTO. Do you need to brainstorm more effectively? Do more hands-on projects? Connect as a team? If your answer is “because we need to come in more,” try again. Every detail of your plan should be designed to solve that problem, otherwise employees won’t be on board (one of many reasons they resist change).
Gather employee feedback on your RTO schedule. Better yet, get their feedback on the best approaches to RTO in general. They’re the ones in the trenches, so they’ll have more ideas than anyone. And please avoid these survey pitfalls. No one needs more feedback fatigue.
Focus on outcomes, not arbitrary attendance. Nothing irritates employees more than coming in just to come in. Five days at the office hurts productivity and morale, but showing up for what’s necessary (important meetings, brainstorming sessions and teambuilders) keeps people engaged while they’re there. If there won’t be a measurable outcome, people don’t need to come in for it.
Tailor expectations by role. Not every job has the same needs or the same value in being in person. A salesperson or client-facing lead may thrive on face time, but a copywriter or analyst probably won’t. Define in-office expectations by what actually supports the work, not by a blanket policy.
Lead by example. You can’t demand something from your team that you don’t do yourself. Well, you could — but you’d be the punchline around the office. Higher-ups should model discipline and flexibility, that way employees know what the non-negotiables are, but they still take comfort in having down-to-earth leadership.
Get the full picture
Want to dig deeper into what employees really think about RTO? Download our RTO Reality Check guide — it breaks down the full survey results, plus practical insights and tips from people who’ve lived through return-to-office firsthand.
Do RTO right — or not at all
Showing up isn’t the same as showing out. With most employees seeing RTO as a negative change, reporting lower productivity, and feeling less satisfied, it’s clear that rigid policies and assumptions won’t fix engagement. The work starts before the first office chair is pulled out — listening, understanding, and designing RTO plans that actually support the people doing the work.
