How to Create New RTO Policies Like a Pro

The Controversial Shift: Employers Embrace the Return to the Post-Pandemic Office

As remote work is a new trend following the pandemic, companies are weighing the potential benefits and pitfalls of returning employees to virtual workplaces. According to a survey conducted by PwC, 68% of managers believe remote work has been successful during the crisis but are also concerned about its long-term effects on productivity and company culture. Without considering employee willingness and opinions regarding return-to-the-office (RTO) policies, companies may face damaging blows to their business, including talent shortages, cost implications, and a perceived reluctance to adapt to the new world of work.

The Productivity Debate

In the current business environment where economic instability is still met with the expectation of investors to grow and remain more profitable than before, companies are no longer willing to leave the product untested. Although spaceflight has proven its viability, there is a growing perception that it may not be sustainable in the long term. However, according to a recent eLearning Industry survey, more than half (57%) of employees agree that the mandate to return to the office is about leaders who want to micromanage their teams and not increase productivity or improve company culture. It seems that, doubting the productivity of employees (ie, their time spent in the office) is the newest scapegoat and the reason being used as to why companies cannot compete in an economically unstable business environment.

Whether or not companies’ motivation for returning to the office is really about productivity, this shows that proximity—the tendency of leadership to show preference to the workers physically present around them—has not wavered in its hold on modern management structures. Managers should be trained in effective methods of evaluating the productivity of remote and hybrid teams, such as micro-testing, to separate themselves from old management styles. Mini-appraisals give employees a clear review of weekly/biweekly performance while allowing managers to keep a finger on the pulse of their team’s productivity. At its core, closeness is at the root of all RTO policies, and companies should prioritize training in various management methods to ensure that all employees feel well evaluated and valued.

Psychological and Financial Costs of RTO Policies

According to a survey by Mental Health America, 83% of workers reported feeling emotionally drained due to pandemic-related stress. Nearly four years since the onset of COVID-19, many workers have forgotten what it’s like to work in person consistently. Although, more than a third of Gen Z have been remote workers for their entire professional career, some workers have never set foot in an office environment.

Additionally, returning to the office involves finances as employees expect to spend up to $500 per month on additional expenses, including commuting, meals, childcare, and more, if they are authorized to return to the office. Employers, in turn, can expect to face costs related to office space maintenance, utilities, and staff resources. Businesses must act to avoid a social crisis as workers return to the office and deal with labor issues, including the erosion of boundaries between home and work, the impact of loneliness in a remote location, and the additional costs burdening their personal shares.

The Challenge of Talent Acquisition

With talent shortages already established, companies have begun introducing new and creative benefits that weren’t there before the pandemic. From health premiums and pet insurance to four-day work weeks, the power structure has shifted into the hands of employees, bringing a new set of expectations when applying for jobs. One of the key advantages gained from this pandemic was flexible work. As more workers have already proven their ability to work remotely or hybridly over the past three years, the sudden need to return to the office fully comes with a backlash.

According to the 2023 eLearning Industry Survey, more than a quarter (25%) of employees have considered leaving their jobs because of the RTO mandate. Organizations must recognize that flexible work systems are a powerful tool for attracting and retaining talent in today’s competitive job market. Failure to adapt to these changing preferences may lead to talent drain and recruitment difficulties. Finding the right balance between personal interaction and remote work will be important for businesses to attract and retain top talent in this changing industry, as it is an acknowledgment that they trust their employees to do their job without constant monitoring.

RTO policies for Millennium Vs. Gen Z Employees

The diversity of today’s workforce requires companies to approach the return to work in different ways. Data shows that the average US company consists of approximately 20% baby boomers, 35% Gen X, and 38% millennials, leaving only a small percentage of Gen Z employees. However, these numbers are constantly changing, as Gen Z is set to make up about 30% of the workforce by 2030. This information is important because each generation has a different view of the mandate of the RTO. Unsurprisingly, Gen Z and baby boomers seem to view returning to the office more favorably than millennials, who are reluctant to let go of the many benefits of the WFH model. In particular, young workers prefer hybrid working models that give them the freedom to work remotely while also allowing them to experience the office environment and interact face-to-face with colleagues.

It is important that leaders keep these generational preferences in mind when developing their RTO policies, as they can greatly help them identify the right incentives to attract employees back to the office. For example, while flexible hours and health benefits may be particularly attractive to Gen Z workers, millennials may appreciate WFH days and options for childcare and other alternatives.

Best Practices for Setting RTO Policies

Regardless of how your employees initially react to the mandate to return to the office, it’s important to remember that a solution that works for all parties involved can be found as long as you follow a set of best practices.

First, you need to prepare the office, ensure comfortable and quiet office spaces, fast internet connection, and latest devices. If employees have to struggle in the office with outdated computers, they will quickly return to remote work. Then, you should show your employees that you value their opinions. A company-wide survey can clarify what your employees need to be motivated to return to the office and how you can make the transition as smooth as possible. In addition, remember that moving from remote to office or hybrid work is a big change for your employees, and they may need time to adjust. Finally, don’t forget that flexibility is a non-negotiable for the modern workplace. Whether that means a mix of work, flexible schedules, or working days from home to accommodate personal responsibilities, all of these will make your RTO policy easier to accept.

The conclusion

While there are practical reasons for interpersonal interactions, employee concerns emphasize the potential effects on productivity, mental health, and depression. The future of work will likely be shaped by those who can find the balance, ensuring a thriving, motivated workforce while harnessing the benefits of personal interaction.