With RTO battle-lines drawn, leaders should act decisively and accept the consequences

As companies push for more office days, the battle lines over return-to-office (RTO) policies are becoming increasingly clear. While some leaders believe that in-person work fosters collaboration and a sense of belonging, data suggests that the number of days spent in the office doesn't directly correlate with employee connection. In fact, a blend of autonomy and two to three in-person days per week seems to be the sweet spot for fostering engagement and workplace relationships.

• Read More: 1 in 4 executives say they hoped for turnover with return-to-work policies. (HR Dive)

However, in a slower economy, many leaders are opting for the simplicity of fixed mandates, often failing to account for the natural rhythm of employees' workweeks. This disconnect between leadership and workers is further exacerbated by ill-equipped workplaces and the prospect of "busywork," leading to a lack of trust and productivity. As a result, some executives are even hoping for voluntary turnover as a consequence of their RTO policies.

As the battle over RTO continues, leaders must act decisively and accept the consequences of their chosen policies. While rigid mandates may drive away high-performing employees, particularly among Gen Z, companies can still attract and retain talent by offering creative perks, social responsibility initiatives, and learning opportunities. Ultimately, aligning expectations between employees and employers is crucial for creating a fulfilling work environment and harnessing the potential of the workforce to drive positive change and innovation.