The COVID-19 pandemic didn’t just introduce remote working; it redefined the expectations employees have about how, where, and when they work. Now, as companies increasingly push for a return to the office (RTO), the big question isn’t if they should bring people back, but how to do it without pushing them out the door.
Many employers are attempting to lure teams back with shiny perks and promises of ‘collaboration.’ But in reality, the gap between what companies offer and what employees actually value has never been wider.
The return-to-office disconnect
While a small number of employees are eager to be back at their desks, the majority have grown accustomed to the freedom remote or hybrid work allows. A rigid RTO policy without thoughtful incentives can come across as tone-deaf – and worse, out of touch with how people work today. Research shows most employees would consider quitting if forced back full-time. Still, companies continue to offer superficial perks – such as free drinks or ‘wellness rooms’ – rather than addressing core concerns. The result? Frustrated teams, rising retention risks and workplace cultures that begin to unravel.
It’s not about perks – It’s about priorities
Employees aren’t necessarily opposed to the office – they’re opposed to the cost of coming in with little reward. The perks being offered simply don’t measure up to what’s lost: time, money, and flexibility. Instead of meaningful support, teams get coffee machines or branded bottles. Many leaders assume employees miss socialising, when in fact they often crave structured collaboration or the ability to work without home distractions. And applying the same solution across the board ignores the vastly different motivations of individuals – from parents managing childcare to young grads seeking mentorship.
Incentives that actually work
To get teams back voluntarily, companies need to rethink what they offer. Financial support is key: commutes, lunches and childcare are real expenses and employees notice when these go unacknowledged. Offering travel subsidies, location-based pay or on-site childcare can make a tangible difference.
Genuine flexibility is another dealbreaker. The biggest RTO mistake is replacing freedom with control. Letting employees choose their office days, creating core collaboration days, or using remote-first models with optional office access are all approaches that show trust and adaptability. In today’s market, flexibility is no longer a perk – it’s the baseline.
Beyond logistics, purpose matters too. People will return to the office – if it feels worth it. That means building a culture focused on what can only happen in person: collaboration, innovation, and hands-on learning. Hosting cross-team days, peer-led sessions, or mentorship programmes can help the office become a space of energy, not obligation.
Understanding your workforce needs with listening
The most effective return-to-office plans start with listening. Not every employee faces the same barriers. Open conversations, anonymous surveys, and department-based focus groups allow companies to learn what’s working – and what isn’t. Tailoring solutions to real-life circumstances (like caregiving, commuting distance, or job function) turns RTO from a demand into a dialogue.
The risk of doing nothing
Pushing ahead without insight is a fast track to dissatisfaction. Employees who feel unheard are more likely to leave. And companies that ignore changing expectations risk losing both talent and credibility. With forward-thinking competitors offering hybrid-first setups, the stakes are higher than ever.
RTO: A strategic advantage
Returning to the office shouldn’t be a power struggle – it’s an opportunity to reshape how we work, connect, and grow together. When businesses align their incentives with real needs – financial, practical, and emotional – they create places people want to return to. Not out of obligation, but because it adds value.
In the end, the real question isn’t whether people should come back – it’s whether the experience feels worth it.
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