Working from home was relatively rare prior to the pandemic that took hold in 2019. Now there is a big push for return to office (RTO) work. Most notably, Trump has mandated RTO for all federal employees. Is this a smart move?

Remote Work Studies and Statistics

• A study by Great Place To Work found that most people reported stable or even increased productivity levels after employees started working from home.

• Owl Labs found that 83 percent of remote workers felt they were equally productive, if not more, than when they were physically in an office.

• A 2019 study by Airtasker found that remote and in-office employees perform equally well, and 65% of remote workers reported feeling more productive away from the office.

According to activtrak.com, remote workers are 35-40% more productive than employees who work in a traditional office.

• Work conducted remotely includes 40% fewer mistakes than work done at the office.

• Work-from-home employees save an average of 72 minutes a day that would otherwise go to commuting — and give 40% of that time back to their employers.

Companies requiring employees to return to the office may face a smaller talent pool for open positions. Over time, this could hinder their ability to compete.

So Why Mandate RTO?

• Some companies believe that in-person work can lead to increased productivity and focus, as opposed to the potential distractions of working from home.

• Companies have invested heavily in office space, and empty desks represent a sunk cost. Returning to the office aims to justify these investments by maximizing office use.

• Many leaders believe that in-person work strengthens company culture, boosts employee engagement, and facilitates better collaboration and mentorship.

• Some leaders believe that in-person interaction can improve employee morale and engagement, potentially leading to higher retention rates.

• Some argue that the lack of social interaction in remote work can lead to isolation and decreased employee well-being, which in-person work can help mitigate.

The Downside of RTO Mandates

Returning to the office after a period of remote or hybrid work presents several challenges. Here’s a breakdown of key challenges.

Employee Resistance and Discomfort

• Many employees have grown accustomed to the flexibility of remote work and may resist returning to the office, especially if it means a loss of autonomy and control over their work-life balance.

• Salaried employees especially, who are hired to “get the job done” regardless of the hours required, may resent the office “time clock” mentality.

• The prospect of commuting can be a significant deterrent for some employees, who may have valued the convenience and the time saved by not commuting.

• Commuting costs money, often including paying for parking, vehicle maintenance, fuel, tolls, insurance, or bus and train fare.

• Many people find driving in rush hour traffic stressful.

• With the promise of remote work, people may have taken positions too far to commute to an office and be reluctant to move.

• A lack of clear communication and a well-defined return-to-office plan can lead to anxiety and uncertainty among employees.

• Some employees fear that returning to the office will mean the permanent end of remote work opportunities, which can lead to a decline in morale.

Adjusting to a New Work Environment

• After a period of remote work, employees may need to adjust to the dynamics of in-person collaboration and teamwork.

• Companies may need to invest time and effort in fostering a positive and inclusive workplace culture that supports both in-person and remote work.

• It’s important to manage employee expectations regarding the new work environment and ensure that it meets their needs and preferences.

Managing Expectations and Communication

• It’s crucial to proactively address employee concerns and anxieties regarding the return to the office.

• Open and transparent communication is essential to ensure that employees are informed about the return-to-office plan and have a clear understanding of expectations.

• Companies should actively solicit feedback from employees to ensure that the return-to-office plan is effective and meets their needs.

I found no research supporting RTO full-time for improving financial performance or firm values. On the other hand, companies with flexible work arrangements, including part-time remote schedules, are 21% more profitable than fully in-person companies.

In addition, organizations offering more flexibility can attract top talent who are uninterested in rigid RTO policies or are more distant geographically.

It seems successful companies need to allow for both in-person and remote work options.

• This may include modifying or updating their technology infrastructure to support both.

• In addition, companies may need to develop an employee culture that values both options.

• Even with reduced days in an office, employees have greater flexibility in work-life balance, reduced commuting times, and lower personal expenses.

• A perceived loss of control over how one spends one’s time can significantly impact mental health, potentially leading to or exacerbating conditions such conditions as anxiety and depression.

• Feeling overwhelmed and unable to cope can trigger a range of negative emotions and behaviors.

Variations on a Theme: Hybrid Models

Anchor days and weeks mandate employees to be in the office on designated days or weeks while allowing remote work for the remainder of the time.

Business Insider data suggests that, given an option, employers most commonly choose Tuesday for workers to come in. According to Bloomberg, Mondays are popular WFH days for project-based people. Fridays, too, are popular but for opposite reasons. (It’s easier to end early and enjoy the weekend sooner if you’re already at home).

But when all is said and done, it is the employer’s choice.

• There’s no law that mandates employers to offer remote work options at all.

• Even if offered, they do not have to be offered to all employees, nor are employers required to treat all employees the same regarding remote work.

• Employers are free to set policies and make decisions based on their specific business needs, which can include factors like job function, team dynamics, and operational requirements.

• However, employers must avoid discriminatory practices. They cannot allow remote work for certain groups while denying it to others based on protected characteristics (race, color, religion, sex, national origin, age, disability, etc.).

• If an employee with a disability requires remote work as a reasonable accommodation, employers are generally obligated to provide it, unless it would cause an undue hardship.

• And once again, communication is key: clear communication about remote work policies and the reasons behind them can help avoid misunderstandings and potential complaints—or lawsuits!

Of course, the employee can also simply quit and try to find work with a more flexible company!

Bottom Line: Except in rare cases, an employee is required to work in the office if and when the employer mandates. Suck it up, Buttercup.