Balancing in-office and flexible working is one of the trickiest challenges facing companies today. Both approaches have undeniable benefits, but how leaders are currently addressing the return-to-office (RTO) conversation often leaves much to be desired. Companies like Google, Disney, IBM, and Amazon have mandated office returns, but their messaging has frequently come across as tone-deaf, adversarial, or even dictatorial, leading to employee backlash.
Crafting policies that balance in-office and flexible working is complex, and recent research from Microsoft, SpaceX, and Apple indicates that the introduction and implementation of RTO mandates significantly impact employee retention, particularly among long-tenured staff. To navigate this challenge successfully, companies must engage in open dialogue with employees and be transparent about the outcomes they prioritise.
The Power of Framing
How we present an issue — known as framing — can significantly influence how people perceive it. Framing involves layering meaning onto a situation, which shapes how people think about the objective facts. It’s about re-framing: deliberately replacing outdated cognitive frames with more helpful ones. For example, framing a tricky situation as an opportunity rather than a problem can transform how people approach it.
When the media frames the RTO debate as a “fight” or “battle,” it polarises the issue, making it harder to resolve. This adversarial framing positions organisational needs against individual interests, setting up a win-lose scenario. My conversations with executives and employees reveal a core assumption: wins for one side mean losses for the other. To move forward, leaders must reframe the narrative around flexibility as a communal objective requiring collective effort.
How to Reframe the Flexibility Conversation
Leaders must start by acknowledging the complexities and trade-offs involved in the RTO conversation. The flexible work policies implemented during the pandemic led many employees to make significant life changes, such as moving to more affordable areas or adjusting family care responsibilities. These changes are not easily reversible and can have financial and emotional repercussions.
Publicly recognising these challenges and the role past policy decisions have played is crucial. Leaders need to show empathy and commit to collaborating with employees to find solutions. This doesn’t mean abandoning unpopular policies but understanding and addressing these decisions' real-life impacts on employees. Language is also important. Avoid adversarial terms like “battle over RTO.” Instead, frame work design as a collaborative problem-solving process. Changing language can be challenging, but it’s essential for setting a positive tone and fostering a cooperative dialogue.
Recognise and communicate the mutual benefits of both in-office and remote work. For example, the argument that remote work threatens corporate culture can feel adversarial. This framing suggests that leadership values company culture over employees’ personal priorities. However, substantial research shows that being part of a strong community benefits individuals as well as organisations. Employees want to feel connected to their workplace community, and high-quality relationships, including those with colleagues, are essential for happiness, health, and longevity.
Similarly, face-to-face work boosts innovation, benefiting both the organisation and the individual employees who gain psychological benefits from participating in innovative projects. Conversely, flexible work offers employees more control, enhancing job performance and efficiency. Communicating these mutual benefits helps show that both sides can win with a balanced approach.
Each organisation must tailor its approach to work arrangements based on its unique context. Adopt an iterative, collective approach involving both leaders and employees. Frame this as a data-driven, collaborative journey towards mutually beneficial progress. Accept that you won’t get it right the first time, and that’s okay. Iterative learning involves making adjustments and recognising that periodic reassessment is necessary. Communicate openly that policies will evolve based on feedback.
Instead of punitive measures to enforce office returns, focus on making the office an appealing environment where employees want to be. Highlight the benefits of in-office work—spontaneous collaboration, access to resources, and social interactions—to create a sense of FOMOO (fear of missing out on the office).
Practical Insights for Leaders
Be transparent about the trade-offs and challenges. Acknowledge your employees' life changes and show that you understand that these are not easily undone. Empathy goes a long way in building trust and cooperation. Develop a framework for regular dialogue between leadership and employees. Regular check-ins and feedback loops are essential. This isn’t just about gathering feedback but also about co-creating solutions.
Communicate the benefits of both in-office and remote work. Make it clear that a strong workplace culture and innovation benefit everyone, not just the organisation. Shift away from adversarial language. Present the flexibility conversation as a collective challenge rather than a battle. This encourages a cooperative mindset and reduces resistance.
Rolling Out Your Strategy
Reverse-engineering these insights into actionable steps can transform how your organisation approaches the return-to-office narrative. Here’s a blueprint:
- Conduct Listening Sessions: Start with empathy by organising listening sessions where employees can voice their concerns and suggestions. This fosters a culture of openness.
- Develop a Pilot Programme: Launch a pilot programme with a small group to test new approaches. Use this as a learning opportunity to refine your strategy.
- Communicate Clearly and Frequently: Keep the lines of communication open. Regular updates and transparent communication build trust and reduce anxiety.
- Celebrate Small Wins: Recognise and celebrate the progress made during this transition. Highlight success stories to motivate and encourage others.
Conclusion
The return-to-office conversation doesn’t have to be a battleground. Leaders can foster a more collaborative and positive approach by reframing the narrative and focusing on mutual benefits. Let’s honour the adage, “You never stop learning.” The future of work is evolving, and by embracing a data-driven, empathetic, and collaborative approach, we can create a more inclusive, dynamic, and forward-thinking workplace. So, let’s reframe the conversation, focus on mutual gains, and unlock the full potential of our organisations.
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Karl Wood is a global HR and employment professional with an impeccable record of delivering HR solutions for industry-leading firms. Known for his characteristic creativity, Karl champions ideas that promote growth, profit, and a positive organisational identity.
