Navigating the return-to-office: four strategies for success

As organisations continue to navigate the post-pandemic landscape five years on, the return-to-office (RTO) has become a pivotal topic.

Some employers are keen to bring employees back into the workplace to enhance collaboration, foster a stronger organisational culture, and boost overall productivity. 

But what does RTO mean in practice? How can employers mitigate against employee backlash while also prioritising their organisational needs? With 8% of employers planning to mandate a return to office in the next six months, strategic planning is essential for navigating the complexities of RTO policies and ensuring a smooth transition that balances business requirements with employee preferences.

Read on to explore the anticipated challenges and effective strategies for a successful return to the office, backed up with results from our 2025 Employment Trends Spring Update survey.

Potential implications of RTO

Organisations expecting to mandate an RTO face several hurdles. A significant two-thirds (66%) anticipate backlash from employees, who have grown accustomed to the flexibility of remote work. Coordination difficulties are anticipated by 42% of companies, as they struggle to synchronise in-office schedules and maintain operational efficiency. Additionally, 33% are concerned about a lack of adequate office space to accommodate all returning employees.

These challenges highlight the need for thoughtful planning and communication to ensure a smooth transition back to the office environment.

Plans for Mandating Return to Office:

• 92% of organisations do not plan to mandate a return to the office in the next six months.
• 8% do plan to mandate a return.

Anticipated Challenges:

• 66% anticipate backlash from employees.
• 42% foresee coordination difficulties.
• 33% are concerned about a lack of office space.

Strategies for success

1. Clear communication and employee involvement

Transparent communication regarding RTO plans is crucial. Organisations should ensure that employees are well-informed about the reasons behind the return-to-office and the benefits it offers.

More than two-fifths (42%) of employers anticipate co-ordination difficulties, such as workers who have moved out of commutable distance and challenges aligning mandatory days in the office for teams. These co-ordination difficulties can encroach on the ability of workers to do their jobs effectively. For example, those who have moved further away may find themselves commuting more and working less.

Providing regular updates and hosting open forums for discussion can help address concerns and gather valuable feedback – but how else can employers be transparent?

Action plan: what steps to take for clear communication

• Develop a communication strategy: Outline the key messages, channels, and frequency of communication about an RTO. Think about how you can best prepare your workforce, as well as manage potential backlash and feedback. Make sure it is clear when and why you want employees to come into the office more often.
• Engage employees: Create opportunities for employees to voice their opinions and concerns through surveys, town hall meetings, and focus groups. Some employees may feel like they have no say or input if they do not have the room to voice their opinions.
• Provide clear information: Sharing detailed plans, timelines, and the rationale behind the RTO decision can help keep employees engaged and feel like they are part of the decision-making process.

2. Incentives for returning to the office

With almost half (48%) of employees stating they would consider leaving their job due to RTO mandates, there needs to be more conversations around what workers want from their office. But how can employers do more to target the 84% of employees who believe they work more efficiently at home?

Post-pandemic, with the current cost of living, the main motivations for workers returning to the office revolve around pay. The top motivator for 69% of employees to return to the office on a more regular basis is a pay rise, followed by paid or subsidised travel (53%) and perks such as an onsite cafe, free snacks or a drinks fridge (35%).

Currently, over six out of ten (61%) employers are not offering any incentives to encourage employees back into the workplace, despite 66% anticipating backlash from employees when mandating a return to office.

For employers looking at potential incentives, financial motivators, social perks, and amenities are the main areas that can help motivate employees to return. Understanding employee preferences and needs is essential for designing effective incentives, as many workers have embraced hybrid working and working from home.

Action plan: how to incentivise an RTO

• Identify employee preferences: Conduct internal surveys to understand what incentives would be most appealing to employees and hear directly about their wants and needs.
• Develop the right incentive programmes: Create a range of incentives, from financial rewards to social perks, tailored to employee preferences. These can range from minor to major offerings and can have the added benefit of helping overall wellbeing such as implementing wellbeing days, offering gift cards and so on.
• Communicate the benefits: Clearly communicate to your workforce the available incentives and how they can enhance the employee experience. Encouraging employees to interact with incentives and other aspects involving the RTO can help motivate them to want to come in more.

3. Phased approaches and flexibility

Implementing phased RTO plans can ease the transition for your employees. Whether it’s one day a week in office, turning to two, three and so on, offering a phased approach can help to accommodate different needs, which in turn helps employee satisfaction and productivity.

A phased approach also allows organisations to gradually increase office attendance while monitoring and adjusting based on feedback. Both employers and employees can work together to get the best possible results, allowing for a more united front when it comes to retuning to the workplace.

Action plan: how to implement a phased return to the office

• Design phased return plans: Develop a timeline for a gradual return, starting with voluntary attendance and moving towards mandatory days. This can be an effective way to support workers who have become used to working from home or who may have personal commitments to consider such as organising childcare, in a less jarring manner than an immediate return full-time.
• Offer flexible working options: Allow employees to choose their in-office days and provide remote working options where feasible. Understandably, many employers will want their teams to be in the office on the same days for collaboration purposes but working with employees to still give them flexibility can help to bring people on-board with RTO policies.
• Monitor and adjust: Continuously assess the effectiveness of the phased approach and make necessary adjustments based on employee feedback. Employers can run the risk of alienating their employees if they don’t feel they are being heard.

4. Adaptability and responsiveness

Ongoing assessments and adjustments are key to a successful RTO strategy, and organisations must be prepared to adapt plans based on employee feedback and changing circumstances to avoid harming overall retention and employee satisfaction.

It’s important for organisations to embrace the process when asking employees to return to the workplace more frequently. They must understand that the initial RTO strategy may not be perfect and that it’s a continuous process of trial and error. Be open to making small changes and learning from each step. This helps demonstrate to employees that you are committed to finding the best solution and are willing to evolve based on real-world experiences and feedback.

Action plan: how to be more adaptable and responsive

• Be prepared to pivot: Developing contingency plans to help address any unforeseen challenges and potential issues can help organisations be ready to modify their RTO strategies as and when needed. Being able to pivot is a sign to employees that their employer is listening to their feedback and actually making decisions for the betterment of the overall workforce.
• Continuous improvement: Use feedback to refine and improve RTO plans, ensuring they remain relevant and effective. What works currently may not work in six months, a year and so on; employers must be adaptable and react to what is not working, to discover what does work.

Key takeaways for employers

Navigating the return to the office requires a well-thought-out plan that prioritises employee satisfaction and productivity.

By focusing on clear communication, flexibility, adaptability, and appropriate incentives, organisations can ensure a smooth transition, with strategic planning and continuous improvement key to creating a positive and productive work environment.

Understanding employee preferences, offering phased approaches, and being responsive to feedback will help in successfully managing the return to the office. By implementing these strategies, organisations can foster a collaborative and engaging workplace that meets both organisational goals and employee needs.

For more insights into the latest world of work trends, including hybrid working and RTO, download our Employment Trends – 2025 Spring Update survey.