As more companies roll out return-to-office (RTO) mandates to address concerns about declining engagement and cultural erosion, employees are pushing back, demanding the flexibility they were promised. The result? A growing disconnect between leadership and the workforce, leaving HR leaders to manage dissatisfaction, turnover, and stalled productivity.
Misreading the Moment Can Be Costly
In this low-hire, low-fire labor market, many employers feel they have the upper hand. Headlines are full of remote work success stories and halted RTO rollouts. So, it’s no surprise that employees are questioning whether companies care more about “butts in seats” than the impact of their work. Some large companies notoriously shut down employee feedback or delayed their transitions multiple times due to ongoing pushback. Meanwhile, Spotify doubled down on its commitment to hybrid flexibility—lowering attrition by 15% and increasing market value.
“You can’t spend a lot of time hiring grownups and then treat them like children … . Work is not a place you come to; it’s something you do.”
In the wake of COVID-19, flexible work became a competitive advantage. It attracted top talent, boosted job satisfaction, and helped employees better manage their lives. It also mitigated microaggressions and reduced commuting stress. For caregivers, people with disabilities, and those prioritizing well-being over presenteeism, this shift felt long overdue. These employees—along with top performers who value autonomy—are often the first to leave when flexibility is rolled back. In fact, a University of Pittsburgh study found that 46%, of hybrid and remote workers would be unlikely to stay in their roles if forced to return to the office full-time.
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Before You Blame Remote Work, Take a Closer Look
Remote work isn’t causing the friction. Poor implementation, inconsistent policies, and unclear expectations are. When done right, giving employees autonomy over where and how they work leads to stronger productivity, more innovation, and higher retention. HR leaders should take a look at the systems and culture surrounding the work for answers. Here are four areas where the breakdown could be happening:
Collaboration & Communication: Are employees equally informed and empowered regardless of location?
Culture & Inclusion: Are remote employees included in mentorship, networking, and decision-making?
Performance & Productivity: Are managers focused on impact or just visibility?
Employee Experience & Well-Being: Are hybrid expectations clear—or creating confusion and stress?
Want employees to show up for the business? Start by showing up for them. Organizational success isn’t about in-person attendance—it’s about listening, adapting, and creating an environment where employees feel trusted, heard, and supported. When talent strategies are based on real-time feedback rather than assumptions, leaders gain the clarity to drive better outcomes for both people and the business.
The Bottom Line: You Can’t Fix Culture with a Mandate
Companies enforcing RTO policies without employee input risk alienating the workforce. Returning to the office five days a week won’t solve engagement challenges, because culture isn’t built in conference rooms. It’s built through trust, transparency, and connection.
Before rolling out a one-size-fits-all RTO mandate, take a more strategic, employee-centered approach. With the right insights, HR leaders can create an environment where employees want to stay. The future of work belongs to companies that design it with their people—not for them.
Want to Get RTO Right? Start by Listening.
Discover how Seramount’s Assess360 solution helps talent teams align their work model with employee needs to avoid the unnecessary cost of inflexible mandates.
Maria is a Senior Product Marketing Manager at Seramount. In this role, she supports organizations' efforts to create more inclusive workplaces by providing valuable insights and resources via webinars, blogs, guides, infographics, and more. Prior to joining Seramount, Maria worked in enrollment marketing, diversity recruitment, college admissions, and K-12 case management.
Maria is a Senior Product Marketing Manager at Seramount. In this role, she supports organizations’ efforts to create more inclusive workplaces by providing valuable insights and resources via webinars, blogs, guides, infographics, and more. Prior to joining Seramount, Maria worked in enrollment marketing, diversity recruitment, college admissions, and K-12 case management.
Maria holds a degree in Social Work from Baylor University. She currently resides in Philadelphia, PA. In her free time, she loves trying new brunch spots, connecting with her women’s hiking club, and working on her indoor garden.
