Return-to-office (RTO) mandates have been one of the most hotly debated workplace topics over the last few years. Initially, many companies embraced remote work as a necessity during the pandemic, only to later push for employees to return in some capacity. While some organizations have settled into hybrid models, others are enforcing full-time in-office policies — sometimes to the frustration of their workforce.

If your company is planning to implement an RTO mandate, it’s crucial to handle the transition with care. Employee expectations around flexibility have changed, and an abrupt, poorly communicated policy could lead to disengagement, attrition, or even public backlash. This guide covers the current landscape of RTO mandates, communication strategies, and a rollout plan to make the process as smooth as possible.

Where RTO stands today

The big picture

Many major companies — think Amazon, Disney, and JPMorgan Chase — have made headlines with strict RTO policies, often requiring employees to be in the office three to five days a week. The reasoning? Leadership cites collaboration, company culture, and productivity as key drivers. However, not all employees are convinced.

Surveys suggest that workers value flexibility more than ever, and some are even willing to change jobs over it. According to a 2024 report from Owl Labs, 66% of employees would take a pay cut for the ability to work remotely at least part of the time. Meanwhile, companies enforcing strict RTO mandates have seen resistance, from employee petitions to increased turnover.

Industry-specific trends

  • Tech & Startups: Many tech companies, once the champions of remote work, are shifting toward hybrid models rather than full RTO. Some, like Zoom, have asked employees to come in a few times a week, while others remain fully remote.
  • Finance & Consulting: Traditional industries like banking and consulting have leaned heavily into RTO. Many firms now require at least four days in the office.
  • Retail & Healthcare: RTO is less of a debate in industries where in-person work has always been the norm. However, these sectors are dealing with different workplace flexibility conversations, like four-day workweeks and adjusted shifts.

Communicating an RTO mandate: do’s and don’ts

How you communicate an RTO policy is just as important as the policy itself. Here’s how to get it right:

Do: clearly explain the business case

Employees are more likely to accept a policy if they understand why it’s happening. Rather than using vague buzzwords like “culture” and “synergy,” provide concrete reasons. For example:

  • “We’ve seen stronger collaboration and faster decision-making when teams work together in person.”
  • “We’re investing in mentorship programs that work best when junior employees have face-to-face access to senior leaders.”
  • “Some of our biggest clients prefer in-person meetings, and we want to be able to accommodate them.”

Don’t: announce it abruptly

One of the biggest mistakes companies make is dropping an RTO mandate with little notice. A sudden change can feel disrespectful and destabilizing. Instead, give employees a heads-up well in advance—ideally a few months.

Do: acknowledge employee concerns

Many employees have legitimate concerns about RTO, from long commutes to work-life balance. Instead of dismissing these, acknowledge them and offer solutions where possible. Consider flexibility within structure, such as core office days or alternative schedules.

Don’t: frame it as a "one-size-fits-all" policy

Different teams and roles may require different approaches. If flexibility is possible, highlight that in your communication.

Do: lead by example

If leadership is pushing for RTO but continues to work remotely themselves, employees will notice — and resent it. Leaders should be present and engaged in the office, showing that they believe in the policy they’re enforcing.

Don’t: ignore employee feedback

If you’re seeing widespread frustration about RTO, listen to your employees. Anonymous surveys or town hall meetings can help gauge sentiment and identify concerns you may not have considered.

Rolling out an RTO mandate: a 5-step guide

A structured approach will make the transition smoother. Here’s a plan to follow:

Step 1: Get internal alignment

Before announcing anything, leadership and HR should be aligned on:

  • How many days in-office will be required
  • Whether any exceptions or flexibility will be offered
  • What resources (commuter benefits, parking stipends, etc.) will be available to support employees

Step 2: Draft a thoughtful communication plan

Develop clear messaging and choose the right channels — email, town halls, team meetings, etc. Your message should include:

  • The reason for the RTO mandate
  • Expectations and logistics
  • Any support measures in place
  • A timeline for implementation

Step 3: Give employees time to adjust

No one wants to hear on a Friday that they need to be in the office full-time starting Monday. Provide a transition period (like three months) so employees can plan accordingly.

Step 4: Offer support and flexibility where possible

If your policy is strict, find ways to ease the transition, such as:

  • Staggered return schedules
  • Commuter benefits or relocation assistance
  • Flexible start and end times

Step 5: Monitor and make adjustments as needed

Once RTO is in place, gather feedback and be open to making changes if necessary. Track key metrics like turnover, productivity, and employee sentiment.

The bottom line

RTO mandates need to be handled thoughtfully. Companies that take a heavy-handed approach risk alienating employees, while those that communicate effectively and offer some level of flexibility are more likely to succeed.

If your organization is moving toward an RTO mandate, be clear about the why, give employees time to adjust, and create an environment where coming into the office feels valuable, not just mandatory. A well-executed plan can help retain talent and foster a workplace culture that works for everyone.