RTO harms careers, but hybrid hi-jinxes make employers ask ‘why?’

Fully remote workers received 31% fewer promotions in 2022 versus on-site staff, per Live Data Technologies. Proximity bias disadvantages those not in the office. Stanford research shows remote workers are less connected, missing informal interactions and stifling career growth, especially for early-career employees.

Despite strong employee preferences for remote work, 90% percent of companies plan to implement return-to-office policies by the end of 2024. For bosses, the policy just makes sense as 63% of executives report a post-RTO increase in retention, compared to 19% who said bringing employees back drove retention down, according to data from Resume Builder.

In an effort to persuade employees that returning to the office is a good idea, employers have leaned on promises of improved communication and intentional collaboration.

However, obstacles remain as long commutes and expensive child care already put employees on the defensive. Additionally, a general question of "why are we here” is pervasive as collaboration is not the same post covid, 50% of employees believe they could and many employees believe RTO is just a power trip for bosses that want to reassert control.

Bottom Line: To encourage office re-engagement, rather than just return, employers have to avoid vague promises of improved culture and collaboration. HR must articulate and demonstrate the tangible interpersonal benefits. Curation of spaces can enable focus or teamwork. Soft skills training equips better communication. And "servant leader" availability builds trust enabling organic cooperation.