Building Workplace Culture During Return to Office

How to Build a Thoughtful RTO Strategy

A successful RTO plan balances business objectives with employee well-being. It’s not just about getting people back into the office—it’s about making it worth their time. While some are excited about the return to in-person collaboration, others worry about loss of flexibility, increased commute times, and added expenses.

As SHRM notes, “Remote work has led many workers to feel less stressed by having more control over their lives, whether that’s greater availability to care for school-age children, increased time for meal planning and exercise, or healthier budgets due to reduced transportation and clothing costs.”

Recognizing these concerns is the first step in building a supportive workplace culture during RTO.

To ease the transition, organizations should:

• Clearly communicate the reasons for returning to the office, linking it to business goals and employee development. Employees are more likely to embrace RTO when they understand how it benefits them. Leaders need to clearly express how working in the office aligns with the company’s goals, enhances teamwork, and opens up fresh avenues for growth. Get the team excited to find new opportunities and connections through in-person dialogue!
• Reinforce the value of in-person work, such as improved mentorship, better collaboration, and stronger team connections. So much of the workforce has become accustomed to working remotely, so it’s crucial to show what they gain by being in the office. Whether it’s easier access to leadership, spontaneous brainstorming sessions, or faster problem-solving, companies should put the unique advantages of face-to-face interaction on a podium. Consider hosting networking events, team-building activities, or leadership office hours.
• Offer flexibility where possible, such as hybrid models or phased returns, to accommodate individual needs. Organizations should explore hybrid options. Phased returns and gradually increasing in-office days over time—can also help employees adjust without feeling overwhelmed. Additionally, providing flexible start and end times can alleviate commuting stress and support work-life balance.
• Gather the feedback, measure the engagement, make data-driven adjustments.

This will help create a workplace where employees feel valued, supported, and motivated to return—not just required to.

Make The Return to Office Worth Their Time

A successful return-to-office plan balances business objectives with employee well-being. It’s not just about getting people back into the office—it’s about making it worth their time.

Companies must demonstrate how in-office work drives innovation, strengthens teams, and contributes to long-term success. For example, research suggests that in-person onboarding leads to better performance and lower turnover compared to remote onboarding.

HBR highlights this impact, “New employee turnover rates can be as high as 20% in the first 45 days, and approximately one-third of employees leave their new jobs within the first 90 days.” The ability to build meaningful relationships in person plays a major role in retention.

Additionally, companies should consider:

• Offering incentives such as commuter benefits, free meals, and childcare support.
• Providing mental health resources to help employees manage workplace transitions.
• Addressing work-life balance concerns by offering flexible hours or adjusted schedules.

The Risks of a Poorly Planned RTO—And How to Avoid Them

Before jumping head-first into RTO policy, you have to assess potential hurdles.

SHRM advises companies to conduct a risk assessment, “analyzing potential challenges to the business, such as mass resignations or union organizing, will be key to an effective return strategy.”

Employers should proactively:

• Survey employees to understand their concerns and potential barriers to returning.
• Evaluate the risk of attrition by estimating voluntary and involuntary terminations.
• Ensure equity in return-to-office policies, avoiding discrimination or favoritism.

You might be asking yourself, what does this mean or how can I put this into practice? Here is some food for thought:

Without employee buy-in, even the most well-intentioned RTO plans can backfire. Use surveys and focus groups to find insights on employee expectations, potential roadblocks, and preferences regarding in-office work. This will prevent resentment build up and force conversation. Be prepared to adjust policies based on real feedback rather than assumptions.

An RTO strategy that isn’t open or flexible may push employees to seek alternative job opportunities, particularly in industries where remote work is still widely available. Businesses should analyze turnover trends and prepare for potential talent loss by developing retention strategies such as competitive benefits, career development programs, and hybrid work options.

Assuming that one implementation policy is the right fit for everyone is perfect world thinking. A one-size-fits-all mandate can create resentment, especially if certain departments or roles receive more flexibility than others without clear justification. Transparency is key—leaders should clearly communicate the reasoning behind RTO policies and ensure they are applied fairly across the organization.

Making Office Time Valuable

You have to make it count. How will you listen to your employees and create valuable in-person work?

One of the biggest complaints employees have about RTO is that they are often required to come into the office only to sit in virtual meetings all day. If employees perceive office time as unproductive, engagement and morale will suffer.

Here are 5 ways to create a more valuable in-person work environment:

• Reimagine office spaces to prioritize collaboration and creativity.
• Encourage team-building activities that strengthen interpersonal relationships.
• Provide opportunities for cross-departmental engagement and professional development.
• Facilitate mentorship and coaching programs to enhance professional growth and knowledge sharing.
• Celebrate team achievements and milestones with in-office events that build a sense of camaraderie.

Effective Communication & Change Management

A successful RTO plan relies on clear, transparent communication.

As SHRM notes, “Ongoing communication, especially with empathetic messaging, will keep employees informed and on target to meet company expectations, which can reduce stress.”

Here are 3 ways companies should attack this:

• Develop consistent messaging for managers and employees. There has to be a consistent message from leadership for workers to buy into RTO. Managers should be ready with talking points, FAQs, and guidance on addressing employee concerns with empathy.
• Create an RTO resource hub with FAQs, policy updates, and support resources.
• Use positive reinforcement to highlight RTO successes, such as increased collaboration and team connection.

A Strong Workplace Is The New Norm

A company’s culture is shaped by how well it adapts to change. Leaders who prioritize employee concerns, inclusivity, and create meaningful in-office experiences will build a resilient workforce. By taking a data-driven, empathetic approach, businesses can make RTO not just a requirement, but an opportunity to strengthen workplace culture for the long term.