It’s a debate that never seems to end: Should employees work in the office, at home, or somewhere in between?
The pandemic forced an overnight shift to remote work, and in the years since, organizations have grappled with what the future of work should look like. Now, five years later, with the federal government mandating a full return to office (RTO), this conversation is gaining new urgency as companies weigh whether to follow suit.
But instead of rehashing the familiar pros and cons of remote, hybrid, and in-person work, let’s focus on something just as important: how to make these decisions in a way that is inclusive, equitable, and supportive of employees at all levels.
Here are three key considerations for HR and talent leaders as they navigate the path forward.
Consideration #1: The Impact of RTO on Employee Well-Being
For employees who have been working remotely for years, returning to the office, even a few days a week, can be a difficult adjustment. Many may have concerns about work-life balance, fears of maintaining productivity in a new environment, or anxieties about workplace interactions. Without thoughtful planning, an abrupt RTO can erode engagement and create unnecessary stress.
Remember, remote work has provided a level of psychological safety for many employees, allowing them to disengage from uncomfortable workplace dynamics.
Employees of color, for example, may have experienced fewer microaggressions—like unsolicited comments about their hair or overhearing insensitive political discussions. It has also reduced the pressure of code-switching and given employees more control over their environments.
Beyond inclusion, there’s also the simple reality of time: The average one-way commute in the US is 26.8 minutes—meaning RTO asks employees to give back nearly an hour of their day without necessarily improving productivity or collaboration.
A poll from last year found that three out of four workers say their mental health at work is negative. The stress of RTO—whether due to commute fatigue, social pressures, or a loss of autonomy—can make this even worse, leading to disengagement, burnout, and even higher turnover. If returning to the office feels like an added burden rather than a benefit, employees may start seeking opportunities elsewhere.
Instead of assuming employees will adjust, organizations must take an intentional approach to easing the transition. This could mean rethinking office layouts to accommodate different work styles, offering commuter benefits or free lunches on in-office days, or training managers on psychological safety and civility in the workplace. Employee listening is critical; gathering direct feedback through surveys or focus groups can help organizations understand what’s working and what’s not.
The risk of mishandling this is real. A study of S&P 500 firms found that companies enforcing strict RTO policies saw significantly higher turnover—especially among women, senior employees, and highly skilled workers. By prioritizing flexibility, inclusion, and well-being, organizations can make RTO a smoother transition rather than a breaking point.
Consideration #2: The Disproportionate Impact on HET Groups
RTO policies don’t affect all employees equally. Historically excluded talent (HET) groups—including people with disabilities, working parents, and caregivers—face unique challenges that often go overlooked in these decisions. Without careful planning, a one-size-fits-all approach to in-person work can create barriers that disproportionately impact these employees.
For example, one in five US employees has a disability, yet many workplaces remain ill-equipped to provide adequate accommodation. Research shows that nearly three-quarters of individuals with disabilities who request accommodations have at least one request denied, highlighting a significant gap between policy and practice. For many employees with disabilities, remote or hybrid work is not just a preference but a necessity that enables them to work effectively and equitably.
Similarly, working parents, particularly mothers, often experience a “parenthood penalty.” One study found that mothers were rated 10 percent less competent than equally qualified non-mothers, exposing the deep-seated biases they encounter.
When in-office presence becomes a determining factor in visibility and career progression, these biases can further disadvantage employees balancing caregiving responsibilities.
A blanket RTO policy can unintentionally disadvantage employees who rely on remote or hybrid work to perform at their best. Being proactive about accommodations—whether through hybrid options, adaptive workspaces, or schedule flexibility—ensures that no group is disproportionately impacted. The best way to get this right? Engage directly with affected employees to understand their needs and build policies that support them equitably.
Consideration #3: The Potential Backlash of an Unpopular RTO Decision
Not every RTO decision will be well received. Employees may be frustrated, skeptical, or even resentful, and leaders need to prepare for that reality rather than ignore it.
Employee pulse surveys can be a valuable tool, but only if leadership is prepared to act on the results. If feedback won’t influence policy, sending out a survey may do more harm than good. Keeping surveys short (no more than 10 questions, five minutes max) and focused on improving the employee experience—rather than re-debating the decision itself—can help shape effective support strategies.
Leaders also set the tone. When executives share how remote work has impacted their own work-life balance—both positively and negatively—it builds credibility. Acknowledging challenges and demonstrating an authentic commitment to finding balance moving forward fosters psychological safety and trust. Role modeling from leadership, including following the same in-person requirements they mandate for their teams, can go a long way in helping employees navigate the transition.
Another critical partner in this process? DEI teams and ERGs. As discussed earlier, RTO disproportionately affects HET groups. Leveraging DEI leaders and ERGs allows organizations to better understand these challenges and design inclusive, flexible support for employees. ERGs can also help leadership stay connected to employees at all levels and provide valuable insights on how to smooth the transition.
At the end of the day, employees don’t just want to be told what to do; they want to feel heard, respected, and supported. Proactive communication, transparency, and a focus on inclusion can help leaders navigate RTO in a way that strengthens rather than weakens trust.
Striving for a More Inclusive Workplace
Whether your approach is in-person, remote, or somewhere in between, the goal is to create a workplace ecosystem rather than a monolith that encourages a human-first culture, including flexibility and relationship-building in a new workplace landscape. Companies that build a reputation for supporting work-life integration and flexibility gain a competitive edge in today’s talent market.
Seramount has helped hundreds of companies and talent leaders navigate evolving workplace expectations. Our expertise can support your organization in building a more inclusive, adaptable, and future-ready work environment. Contact us to connect with an expert.
Kayla Haskins is an Associate Director, Product Marketing at Seramount. In this role, she supports DEI Practitioners and Talent Leaders in creating more inclusive workplaces by providing valuable insights and resources through webinars, blog posts, guides, infographics, and more.
With nearly a decade of experience in the technology and non-profit sectors,
Kayla Haskins is an Associate Director, Product Marketing at Seramount. In this role, she supports DEI Practitioners and Talent Leaders in creating more inclusive workplaces by providing valuable insights and resources through webinars, blog posts, guides, infographics, and more.
With nearly a decade of experience in the technology and non-profit sectors, Kayla excels in translating complex ideas into clear, actionable concepts. She is passionate about storytelling and is dedicated to addressing today’s most pressing workplace issues to drive meaningful impact.
Kayla holds a degree in English and Creative Writing from Dickinson College. She lives in Silver Spring, MD with her partner, Nick, and their dog, Zero. In her free time, she enjoys hiking, reading, and spending time with family and friends.
