Challenges of Returning to the Office

Companies struggle to get employees to return to the office (#RTO). Many leaders have not considered how COVID and other viral infections make this more difficult. First, a significant percentage of people remain concerned about #COVID19 infections. The Annenberg Public Policy Center conducted a study two months ago that found 33% are worried about getting or having a family member get Covid in the next three months, 37% are worried about the flu, and 26% are worried about RSV. (https://lnkd.in/gC8CUsSN) Some claim this fear is inflated, but there is growing knowledge that each COVID reinfection increases the risks of Long COVID (https://lnkd.in/gyAQC4Hb), and that COVID can cause a host of chronic cardiovascular, neurological and other issues (https://lnkd.in/g7vTCmeR.) But it is not just concern about infections that might cause employees to resist returning full-time. COVID and Long COVID also cause people to struggle with work. As of September, one of every 23 American adults reported having some activity limitations due to Long COVID (https://lnkd.in/gPhUH8jM). The number of people in the US civilian workforce with a disability has skyrocketed since the pandemic began (https://lnkd.in/gbnfCHXH). And a series of studies have found people with COVID are often left with cognitive issues. For example, new research found that people with post-COVID fatigue are less sensitive to rewards (https://lnkd.in/gzAarjfr). COVID is not over. We will see another significant surge of infections this holiday season that will probably be among the largest six waves of infections since the pandemic began (https://lnkd.in/guQ2vSj5). As more get reinfected and are left with Long COVID, the challenges faced by employers will only increase. Forcing people back into the office who have concerns or are struggling with health issues is not the way to increase employee engagement and strengthen corporate culture. Leaders who want people to return to the office must consider: — Implementing and promoting safer air standards that increase ventilation and filtration and reduce CO2 — Being flexible with RTO policies, allowing more WFH during surges (as we will experience in the next two months) — Offering accommodations for those with Long COVID and other disabilities under the ADA It isn't enough to demand people work in places where they feel unsafe. You must make changes to improve safety for employees and customers.

RTO mandates, especially rigid, top-down ones, can be a wrecking ball to corporate culture. When leaders decree a full return without compelling reasons or flexibility, it often signals a profound lack of trust in employees who demonstrated productivity and commitment during remote work. This undermines autonomy, erodes morale, and inevitably leads to resentment. It's not just about convenience; it's about the employee experience and feeling valued. Companies that ignore this risk face a talent exodus, losing their most adaptable and high-performing individuals who will seek out organizations that respect their autonomy and optimize for impact, not just presence. Now, if a full RTO is truly deemed essential for specific business reasons, then HR leaders must guide the process with empathy and strategy to minimize disruption. 1) Make it about purposeful presence: clearly articulate why coming to the office benefits collaboration, innovation, or culture, rather than just dictating attendance. 2) Implement a phased approach, allowing employees time to adjust their lives, childcare, and commutes. 3) Offer tangible support: consider commuter benefits, childcare stipends, or even office-based amenities that make the commute worthwhile. Most importantly, listen to employee feedback and build a hybrid model that maximizes the benefits of in-person work while retaining the flexibility that employees now expect. It's not about forcing people back; it's about creating an environment where coming to the office feels like a valuable choice, not a punitive command. #RTO #FutureOfWork #EmployeeExperience #HRStrategy #Leadership #WorkplaceCulture

Dreading Your Return to the Office? You Can Take Control If the thought of heading back into the office fills you with dread, you’re not alone. Tips below will help those feeling angst, frustration, and discomfort about being forced to do something that doesn’t seem right — but they'll also help folks who love office life, who are eager to return. And for those who argue, “This is how it’s always been,” ... well, that kind of thinking is exactly why change is so difficult to achieve. So if you’re feeling some kinda way about it, lean on these tips to help you navigate: 🔹 Find Your Community: And no, this doesn’t always mean your immediate team. Seek out people who give you space to vent, release frustration, and feel heard. Workplace belonging is about more than just proximity—it’s about connection. 🔹 Manage the Story (Both Yours and Theirs): What narrative are you telling yourself? More importantly, what narrative are you being told? If you feel like you’re being misled or manipulated, that might be true. Instead of stewing in it, decide what action YOU need to take for your well-being. 🔹 Redefine Your Why: If you have to be there, turn it into a positive experience. Set intentional goals for your time in the office—it's a great time to network, build visibility, or use resources you don't have at home. Shift from obligation to opportunity whenever you can. 🔹 Advocate for Yourself: Your discomfort is valid. If expectations feel unreasonable, unclear, or outdated, start documenting your concerns and have conversations with leadership. Change doesn’t happen in silence. 🔹 Set Boundaries & Protect Your Energy: You don’t have to force a connection with office life if it doesn’t serve you. Optimize what you can control—schedule breaks, protect your focus time, and disconnect when your work day is over. Going into the office doesn’t have to mean losing yourself. You have the power to define your experience. Let’s help each other. 💬 What have you done, are doing, or plan to do to navigate your return to the office? Drop your thoughts in the comments below. ⬇️ #Leadership #WorkplaceWellness #OfficeCulture #HybridWork #CareerGrowth #CorporateRealities #RTO

🔹 Navigating the Return-to-Office Mandates 🔹 As many of us steer our teams through the complexities of Return-to-Office (RTO) mandates, the challenge of aligning company policies with employee needs has never been more critical. A recent survey by ResumeBuilder.com reveals that 90% of companies will have RTO policies in place by the end of this year. But how do we implement these mandates effectively without diminishing team morale or productivity? According to experts like Art Markman of the University of Texas at Austin, and Carol Kulik from the University of South Australia, the key lies in empathetic leadership and creative flexibility. Here’s what they suggest: 🔹 Co-Design the Return: Engage with your team members to address their concerns and co-create solutions that add value to their office presence. 🔹 Show Compassion: Understand the autonomy the pandemic afforded your team and listen to their concerns about returning to a structured office environment. 🔹 Seek Creative Solutions: Adjust work hours or explore remote work options during periods requiring deep focus to accommodate personal needs without compromising productivity. 🔹 Prioritize Inclusion: Use demographic data to tailor initiatives that foster a more inclusive environment, ensuring all team members feel connected and valued. 🔹 Celebrate Wins: Highlight and celebrate the advantages of in-person collaboration to boost morale and underline the benefits of office interactions. As managers, our role is not just to enforce policies but to champion a workplace where every team member can thrive. How have you navigated these challenges? What strategies have worked for your team? Let’s share insights and learn from each other. #Leadership #Management #ReturnToOffice #WorkplaceCulture #Teamwork #HBR

You can’t shove the genie back in the bottle, but you can invite her to hang out. At a recent CEO roundtable, the topic of return-to-office (RTO) popped up, as it always does. One CEO said what many were thinking: “I don’t want to force the genie back in the bottle. But I do want her back when it counts, like when we’re solving big problems, building bold things, or just need the creative jolt that only comes from being in the same room.” Heads nodded. Zoom fatigue is real. So is the slow leak of culture, connection, and energy some teams are feeling. But mandates won’t fix it. Design will. Step 1: Design for moments, not mandates The smartest RTO strategies today are about intentional moments, not showing up just because. Start by: -Mapping collaboration needs, not just job functions -Customize flexibility based on the nature of work, not hierarchy. -Conduct a role-mapping exercise (with department heads) to group functions into 3 categories (examples): Anchor Teams (need in-person time for innovation/collaboration) → e.g., Product, GTM, Marketing Hybrid Core (flexible but benefit from periodic onsite work) → e.g., HR, Finance, CX Remote-First (individual contributor roles with minimal in-person need) → e.g., Engineering, Legal Define expectations: e.g., Anchor Teams = 1–2 days/wk in office; Hybrid Core = 2x/month strategic on sites; Remote-First = optional access -Create “onsite moments that matter” like innovation sprints, customer jams, or hard-problem weeks If people know why it matters, they’ll come. Guilt isn’t a strategy. Step 2: Reimagine the office (because right now, it’s sad) One CEO admitted: “We have a beautiful office, but it’s just empty desks and stale granola bars.” Bring back the vibe: -Design for connection, not silence -Invest in hybrid-friendly tech + rituals -Add some joy: music, good snacks, unplanned laughs. The goal isn’t nostalgia. It’s forward energy. Step 3: Start with the Leadership Team (seriously) If the exec team isn’t modeling in-person energy, forget it. At the roundtable, execs were all on different schedules. No wonder nothing’s clicking. Fix that: -Get aligned at the top, commit to moments together -Make off sites count, real strategy > trust falls -Build equity in visibility. Location ≠ impact. Culture follows leaders. So does momentum. Step 4: Prove It CFOs asked: “What’s the ROI?” Fair. Build a scorecard: -In-office collaboration quality -Utilization tied to outcomes -Top talent retention -Hybrid leadership fluency -Real estate ROI vs engagement Track what matters. Kill what doesn’t. Don’t mandate the magic. Make room for It. One CEO asked: “How do we bring back energy without killing flexibility?” My take: Stop trying to shove the genie back in the bottle. Instead, invite her to drop by, on purpose, when it counts. HR can lead the way. RTO isn’t about control. It’s about designing moments that create meaning. Let’s stop demanding presence. Let’s create gravity.

What happens when return-to-office mandates ignore the data? According to a Barron’s report, JPMorgan Chase’s own internal survey—completed by 90% of its workforce—shows employee sentiment has dropped significantly since the full return-to-office policy began in March. The lowest-scoring areas? 🔻 Work-life balance 🔻 Health and well-being 🔻 Internal mobility While CEO Jamie Dimon remains convinced that the company performs better in person, the workforce is signaling something different—and it’s time we pay attention. Full return-to-office mandates are not only outdated—they're risky. What I see is that all generations are now expecting some level of flexibility, and when leaders dismiss that shift, morale declines and attrition rises. Top talent doesn't just disengage. They start making exit plans. As HR and business leaders, we must do two things: 1️⃣ Reevaluate the ROI of in-office presence. If the goal is collaboration, innovation, or mentorship, then measure those outcomes—not attendance. Proximity without purpose is not strategy. 2️⃣ Design flexibility as a business accelerator, not a perk. Flexibility, when done right, fuels productivity, autonomy, and trust. It's not about letting people off the hook. It's about giving them the tools and conditions to do their best work. Here’s the hard truth: People don’t resist coming to the office. They resist coming back to systems that ignore their lives, their input, and their evolving expectations. How would you react if your company had a RTO mandate? #FutureOfWork #ReturnToOffice #HRLeadership #WorkplaceStrategy #HybridWork #EmployeeExperience #WellbeingAtWork #LIPostingDayJune

My friend was mandated to return to the office (RTO) under the premise that the org needed to recover their collaborative culture.    So she dutifully returned.    Only to be one of less than 10 people who also came back on the same day.    And, her video calls with colleagues in other parts of the world were still dominating her calendar.   She messaged me that she was heading home because what was the point afterall? No collaboration was happening and she could do all her video calls at home.   This gives me two divergent thoughts to mull….   First, if you SAY that you want people in the office for collaboration and positive culture, then be sure to actually work towards that with everyone there on the same days and INTENTIONALLY build opportunities to connect in person rather than endless video calls which can be done remotely and asynchronously. (I've said it before and I'll say it again - culture doesn't just HAPPEN, it has to be purposefully architected.) Oh, and think through how many days a week or a month you need for this to work, rather than randomly saying 3 days a week as that's based on nothing.    Second, if you are mandating RTO for any reason other than a collaborative culture - then rethink your plan, or at least be honest about it. Because you need to show the landlord that your office is populated a certain number of days a week or you risk your lease? Fine, say that. Because you believe that people are more productive in the office - can you back that up with stats? If so, show those and say it (and if not, be prepared to lose the argument since employees can also easily show the opposite).   See, I don't believe the fight between RTO and WFH is about the "O" (office") or "H" (home). It's not about WHERE people work.   It's a fundamental struggle over autonomy and empowerment, and ultimately, a fight between trust and control. HOW people work and relate instead of WHERE.   So if you trust your people AND you genuinely want them to be in the office to connect in person for all the benefits that brings - then create an environment conducive to that.   But if you are mandating it for any other reason - rethink your plan. #employeeengagement #employeeexperience #iamtalentcentric

I'm seeing and hearing about a lot of workplaces enacting Return to Office Mandates. Even companies who previously advertised positions as permanently remote or remote only. And I wonder how prepared those workplaces are for the cost of those mandates--not just in employee turnover (because for many people, a return to office mandate is a deal-breaker for them and they will be looking for other remote options)? Society, culture, expectations have all advanced significantly in the past 3 years and employees are no longer willing to tolerate substandard environments. Are your restrooms gender neutral? Do you have private spaces for chest-feeding parents? For people to perform their prayers and other religious activities? What measures are you taking to ensure a clean and sterilized office space to prevent the spread of Covid19? Will you be adjusting salaries to accommodate that employees will have increased transportation expenses (gas, vehicle maintenance, parking, toll roads, public transit, etc) upon being called back to offices? Adjusting salaries for increased care-giver expenses, wardrobe costs, meals outside the home? Will you allow for flexible working hours that not only accommodate peoples' natural productivity rhythms but also account for longer commutes for employees who moved to more affordable areas farther from the office because they were remote? What is your strategy for surveying employees to determine their needs in terms of what supports they have put in place in their remote environments to do their best work? Do you have private offices for those who need little to no interruptions in order to do their best work? How will you be supporting your trans employees who have transitioned during their remote work so that they have a smoother more safe re-entry to an in-person workplace? How will you be cultivating psychologically safer workplace cultures for Black and Indigenous and Asian and Jewish and LGBTQIA+ and women people who have endured a sharp spike in hostility, violence, and anti-them legislation in the past 3 years? What practical steps are you taking to ensure that your disabled and chronically ill employees who thrived in their remote work settings can continue to thrive in the office? How do your benefits packages reflect your inclusion statements in terms of gender-affirming healthcare, parental leave, childcare stipends, wellness stipends, flexible work hours, increased paid time off hours, holiday pay across various religious & cultural holidays - not just Christian holidays, paid volunteer time during work hours, networking activities during work hours? Do you have relocation packages ready for people who will need to relocate in order to return to the office? What trauma-informed trainings, practices, and supports do you have in place to address the collective trauma of the pandemic, return to work transitions, past workplace trauma? Need help with all of this? Contact me today!

Is your return-to-office policy actually driving top talent away? The shocking truth: 58% of your hybrid workers are "Coffee Badging" – showing face just long enough to be seen before escaping back home. At AI ALPI, we've uncovered 8 workplace terms reshaping how employees navigate corporate environments in 2025. As talking to Gen-Z for our upcoming report, I realized these trends aren't just fad – they're transforming our workplaces right now: → Coffee Badging The brief office appearance just to satisfy attendance policies.  ↳ Reality check: If employees only come in to be seen, your hybrid strategy needs urgent reconsideration. → Office Peacocking Companies investing millions in aesthetic workspace upgrades while missing what employees actually want. ↳ Surprising find: 24% of employees cite simple dress code relaxation as more motivating than fancy office amenities. → Anti-Perks Benefits that unintentionally harm employee wellbeing. ↳ Warning sign: 65% of workers don't use unlimited vacation policies due to implicit pressure to always be available. → Burnout Blocking Proactive wellness strategies addressing the 42% of global workers reporting chronic stress (WHO, 2025). ↳ Action step: Schedule mandatory mental health days – not as an HR initiative but as a business necessity. → Micro-Retiring 73% of Gen Z workers plan intermittent career breaks rather than traditional retirement. ↳ Implementation: Create mid-career sabbatical programs now to retain future leaders. → Presenteeism Sprint 68% of managers can't distinguish genuine productivity from performance theater. ↳ Paradigm shift: Move from "time visible" to "outcomes delivered" metrics this quarter. → Corporate Catfishing 34% of job postings significantly exaggerate workplace culture. ↳ Trust builder: Have current employees write culture descriptions for recruitment materials. → Reverse Mentoring Junior employees coaching executives on digital trends – as seen at Estée Lauder where Gen Z staff teach C-suite leaders about emerging technologies. ↳ Start tomorrow: Pair each executive with a digital-native employee for mutual knowledge exchange. The term "Office Peacocking" emerged directly from the post-pandemic workplace transformation, reflecting how companies are prioritizing aesthetic workspace upgrades to compete for talent in the hybrid era. What's the most problematic workplace trend you've encountered at your organization? Is it on this list or something entirely different? Share below! 🔥 Want more breakdowns like this? Follow along for insights on: → Getting started with AI in HR teams → Scaling AI adoption across HR functions → Building AI competency in HR departments → Taking HR AI platforms to enterprise market → Developing HR AI products that solve real problems #FutureOfWork #HRTech #EmployeeExperience #WorkplaceCulture

CEOs are hugging the horse & buggy, trying not to get hit by the hybrid cars already on the road. Are you alarmed that 83% of 1,300 CEOs in KPMG’s research expect a full return to the office within the next 3 years? That is up from 64% last year. So, instead of lambasting them on this concept or joining the academic echo chamber touting all the data that supports quite the opposite, let me showcase what would need to happen to have this become anywhere close to reality. Leveraging data from Cushman & Wakefield's Experience per Square Foot™ research, here are 4 Recommended Actions to help Enable the #CEO full-time #RTO vision: 1️⃣—Sway people to ‘want’ to return to the office—not have to. Get in tune with your people. ✔ #Mandates drop #EmployeeExperience and #engagement 25%+, https://lnkd.in/g9tTtFbk ✔ Only 36% want to go into an office 3+ days a week, never mind full-time. 63% of the workforce want to be fully #remote (23%) or #hybrid (40%). https://lnkd.in/gz-8HYVz 2️⃣—Invest in your #workplace. ✔ The purpose of the office has shifted from predominantly desk environments to being more about community and connection. ✔ Only 56% of your employees feel the current work environment supports the new ways of working. https://lnkd.in/gQN6HQVc 3️⃣—Treat RTO as a transformational event! ✔ Success requires a fully integrated approach of bringing people, place, and technology together. To date, incremental, transactional actions—an attendance policy, a new amenity, a new technology—won’t solve how people work in the new distributed workplace ecosystem 4️⃣—Lastly, assign someone to own this! ✔ In all my client interactions, I have yet to find a company assigning a leader to help solve this RTO/hybrid working challenge. It’s not a #RealEstate problem, it’s not an #HR problem….this is a fully integrated business problem that needs someone driving a solution. ✔ Fund the effort. Provide the resources and budget necessary for the leader to take action to make this work ✔ Define a set of integrated success metrics that make sense. Hint: it’s not attendance. I am not questioning the premise that everyone coming back is likely, but without these 4 steps, I believe they are currently set up for failure. I do believe these 4 steps will get CEOs and their company in a place of better knowing their future operating model and the role of the office in that process. Not solve a preconceived notion that we are all going back into the office. What are your thoughts on the actions necessary to move this forward, rather than debate the obvious? #ReturnToOffice #CRE #CFO