By Sachi Kittur
Return-to-office is back in the headlines.
Big companies like Rogers and Goldman Sachs are phasing in stricter in-office mandates. Four days a week. Then five. It’s triggering reactions across the board, especially in a post-pandemic world where flexibility became the norm for many teams.
But the real story is not about how many days people spend in office. It’s about why we are asking them to come back in the first place.
And whether we’ve actually designed an experience worth coming back to.
The Question Has Shifted
I’ve had this conversation with several HR leaders and founders recently. The question used to be, should we be remote or in-person. Now it’s more nuanced. It’s become, when does being together actually drive value. And when does it not.
We’re not in 2020 anymore. We’re running real businesses in 2025, balancing performance, culture, mental health, and cost. This isn’t about idealism. It’s about what works.
Here’s what I’ve seen, rigid mandates rarely rebuild trust or performance. If employees are commuting in just to sit in a room on Zoom calls, that’s not culture. That’s inefficiency.
At the same time, full-time remote models can leave teams disconnected and managers struggling to coach effectively. The extremes don’t serve us. Most companies are somewhere in the messy middle.
That’s OK. But only if we lead with intention.
Flexibility Still Matters But So Does Structure
Employees still value autonomy. That’s not changing. But what’s shifted is the need for clarity. Ambiguity around work expectations is creating tension. People don’t want vague “come in when you can” policies. They want to know when and why presence matters.
Purposeful design is the key.
- What are the real goals of in-office time?
- What activities benefit from in-person collaboration?
- How do we make those days worth it?
And on the flip side:
- Are we giving people flexibility to manage their energy and life in ways that make sense?
High-performance cultures are built through clear expectations and mutual respect. Not just policies.
Stop Asking if People Are Back. Ask if They’re Aligned.
I’ve seen companies obsess over badge swipes and office occupancy rates. But that’s not what drives business outcomes. Alignment does. Engagement does. Trust does.
Instead of tracking how many days people are physically present, start looking at:
- Are teams clear on their priorities?
- Are leaders supporting wellbeing and growth?
- Are people collaborating and getting things done?
If the answer is yes, the model is working regardless of where the work happens.
What We’re Learning at the HRPA
At the HRPA, we’ve been listening to our members and testing our own approach to hybrid work. What’s clear is that return-to-office is not a one-size-fits-all decision. Small businesses have different constraints than enterprise firms. Different roles require different levels of in-person collaboration. And leadership alignment is critical. You can’t roll out a successful policy if your managers aren’t bought in or equipped to lead through it.
We’ve also learned that policy alone doesn’t build culture. People and leaders do. And culture is felt in the day to day not just in team events or communications plans.
This is why we’re shifting toward a “Human Experience” lens. Not just to sound progressive, but to make sure we’re designing work that works for people.
Practical Advice for Leaders Right Now
If you’re revisiting your return-to-office or hybrid work strategy this quarter, here are a few things to keep in mind:
- Define the why. Be honest about what you’re solving for. Is it productivity, collaboration, culture, or something else?
- Engage your managers. If they’re unclear or inconsistent, your strategy won’t land. Equip them with tools and support.
- Keep it simple. Avoid overly complex policies. Anchor on a few principles that can flex by team or function.
- Listen and adapt. Use employee feedback and data to evolve your approach. What works now may need to shift again in six months.
- Don’t confuse presence with performance. Focus on outcomes, not optics.
Final Thought
We’re not going back to how things were and honestly, most of us don’t want to.
This moment gives us a real opportunity to rethink how we work. Not to chase trends, but to create environments that are clearer, more flexible, and better aligned with how people actually work and live now.
Return-to-office shouldn’t be the end goal. Designing a work experience that drives clarity, connection, and performance, that’s what matters.
So, if you’re in the middle of updating your hybrid policy or fielding questions about when everyone’s “coming back,” maybe shift the conversation.
Instead of asking when people are returning to the office, start asking how they’re experiencing work right now.
That’s where the insight lives. And that’s where the opportunity is.