Why your return-to-office plan is failing – and how to fix it

Several years after the end of COVID-19 restrictions, companies are still struggling to determine in-office work policies and botching return-to-office (RTO) mandates. Waffling approaches that oscillate between remote, hybrid and in-office policies have created whiplash for employees.

Ambiguous guidance from indecisive leadership has diminished morale, as uncertainty is often more distressing to employees than bad news itself.

As we enter a new wave of in-office work policy updates, it’s time for executives to determine a clear path forward based on business needs and stick the landing on the transition. To do this, leaders must address key challenges – employee concerns, logistical hurdles and middle management’s wavering commitment to enforcement – with a firm but thoughtful approach.

Setting the policy

Many executives get stuck on the first step: setting the in-office work policy. Too many leaders have been led to believe this decision is more fraught than it actually is. Executives should be empowered by their duty to company stakeholders to do what’s in the best long-term interest of the company.

More leaders should have confidence in their ability to design a policy that balances employee preferences and business needs (which depend heavily on industry and function). Responsible executives must accept the temporary discomfort of an unpopular policy if it will better position the company for long-term success.

Don’t just mimic other companies

As a consultant, I’m constantly asked by my clients about best practices. I try to remind them that overreliance on best practices in lieu of original thinking is the fast lane to mediocrity. This is especially true for in-office work policies and approaches to RTO. No two companies, even competitors in the same industry, have the same operations or culture – the two key factors that should shape in-office work policies. Blindly mimicking other organizations is folly.

As a first step, leaders should develop a clear, logical rationale for the in-office work policy – one that can be easily explained to employees. This does not mean the logic must be correct, as everyone will have a different logic based on their own preferences. What’s important is that leaders can say to employees, "This is our policy, and here’s why this is the best approach for our company."

Don’t implement a chimera policy

Leaders must ensure the policy is coherent. Many companies have made the mistake of implementing an incoherent mix of loosely enforced rules and disjointed guidelines, something I call a "chimera policy." This often results from an attempt to define a policy that works for everybody, based on disparate feedback from across the organization. In other words, a policy constructed to make everyone happy – which is impossible.

An example would be for staff to go into the office two days a week to increase collaboration and corporate culture. Sounds reasonable – a polite, middle ground; a hybrid approach that should minimize controversy and make everyone happy.

But what happened in many cases is that employees came in on different days. They found themselves on video calls from their office desk that they could have attended from home. Next, leadership became ossified by the decision of which two specific days should be required. Some prefer Monday and Tuesday, others Tuesday and Thursday – and round and round we go.

Recalibrating an exaggerated fear of disruption is the first step to escaping the chimera policy merry-go-round. And here’s a reminder: you’re in a leadership role for a reason. Trust your judgment and accept that it’s impossible to make everyone happy.

Don’t overcomplicate it

Keep the policy simple. Don’t conflate the new policy with legacy policies. Communicate what has always been in place (for example, remote work allowances for new parents) versus what is changing.

Any exceptions to the policy should be practical, clearly defined and kept to a minimum. A growing list of exceptions is a red flag that the policy is headed in the wrong direction. Avoid tiered rollouts and multiple implementation phases, especially if phases aren’t announced in advance – this creates confusion and uncertainty.

Once the policy is defined, there are just as many traps one can fall into during the implementation. Again, my observation is that implementation risks are overblown and can be mitigated by following some practical guidelines.

Communicate what’s happening and when

If you followed the steps above, you now have a clear policy underpinned by a logic you can articulate to the organization. The next step is effective rollout communications. Employees should know exactly what is happening, when and why (that is, your logic for the policy). Be explicit about expectations, timelines, resources available to support the transition and how responsibilities will be affected.

Communications should be proactive and multi-channel, using company-wide meetings, emails and direct manager discussions to reinforce key messages. Transparency and repetition are key. Uncertainty breeds frustration, while clear expectations allow employees to prepare.

Policy enforcement must be firm and fair. It’s demoralizing for conscientious employees who comply to see others flouting the rules without consequences. An expectation should be set with managers that part of their role is to enforce the policy consistently, and they should be empowered with the tools and authority necessary to do so. Uniform enforcement upholds the integrity of the mandate and fosters a sense of fairness and structure.

Over-invest in logistical readiness

Logistical preparation is key to a smooth transition. This means not just preparing the physical space but also ensuring every employee knows what to expect. Over-invest in logistical preparedness: make sure there are enough workspaces, refresh IT infrastructure and update security measures.

Establish feedback channels where employees can report issues like insufficient equipment or space, and ensure processes are in place for speedy resolution. Employees displeased with the new policy will latch onto logistical friction (for example, slow internet, seating shortages and confusing check-in processes) as reasons to resist it. Addressing these in advance is something you can control that will help the process.

Anticipate employee response

A negative response from employees, while challenging, can be anticipated and planned for. If higher attrition is expected, ramp up recruiting efforts in the months preceding the change. Equip recruiters with scripts to articulate the logic behind your in-office work policy.

If employees post negative comments online, establish mechanisms to collect and analyze feedback so it can be addressed with consistent messaging that reinforces the policy’s rationale and directly counters concerns.

These are just two examples, but the broader point is that almost any form of employee backlash can be anticipated and countered.

Prioritize transparency

The RTO transition has been a test of leadership that many have failed, but there are opportunities for redemption. Muddled, fear-based and reactive policies can be replaced with clear, well-communicated and consistently enforced policies that align with desired business outcomes.

While some resistance is inevitable, the key is to be resolute and transparent, with an understanding that any disruption will be short-lived. Employees generally appreciate certainty and strong leadership, even if they personally disagree with the decision.

By following the practical guidance in this article, companies can avoid the pitfalls that have plagued so many RTO efforts and successfully lead their organizations into the future.