Managing RTO Tensions: Insights for 2025

In 2025, the conflict surrounding return-to-office (RTO) policies remains intense. Currently, 33% of U.S. employers require full-time in-office work, which is expected to rise slightly in 2025 but not exceed 50%, according to Rob Sadow, CEO and co-founder of research platform Flex Index, which has been tracking remote work policies since early 2023. More here

HR and change leaders find themselves in a difficult position, with CEOs advocating for full-time office presence due to productivity and cultural issues, while a large chunk of employees continue to oppose, prioritizing their flexibility and work-life balance. This high-stakes standoff significantly impacts engagement, retention, and business results.

As a change leader, you will continue to be caught in the middle; so you need to employ a strategic and empathetic approach (read the short of it here) to manage these tensions, educate and build trust between employees and their leaders.

Let's explore your role:

1. Begin with understanding the stakes around RTO

RTO isn’t just a policy issue; it’s a cultural crossroads. According to Gartner, nearly 76% of employees prioritize flexibility as a top workplace value. Meanwhile, executives are concerned about waning innovation and team cohesion in hybrid or remote setups. The challenge is bridging this gap in a way that acknowledges both perspectives.

2. Data, don't hide from it

Use organizational network analysis (ONA) or sentiment analysis to understand how different teams operate and collaborate. Share metrics that highlight both the benefits of flexibility (like employee satisfaction) and the challenges (such as missed opportunities for spontaneous collaboration). Balanced data enables constructive dialogue between leadership and employees.

3. Focus on Purpose (how), Not Presence (where)

You play a big role here as a strategic partner to HR - to help them shift the focus from where people work to how they work together. For instance, organize intentional in-office days for brainstorming, team building, or innovation, instead of enforcing blanket rules. Atlassian has done this so well, with their Team Anywhere approach.

5. Give your managers what they need

Managers are pivotal in easing RTO tensions. Equip them with tools to lead empathetic conversations, navigate resistance, and implement policies with flexibility. Make sure they’re equipped to handle this critical role - this means talking points, FAQs, coaching, formal and informal ways to get feedback, check ins etc.

The debate around RTO will persist - my hope is that the dialogue continues to shift to HOW people work vs. WHERE they work. Change leaders must prepare to mediate these challenges by:

• Prioritizing adaptability over rigidity.

• Framing RTO as an evolving experiment, not a static directive.

• Driving decisions with a clear focus on engagement, trust, and business needs.

• Shifting the conversation from where people work to how they work to unlock advantages of being in a global, distributed environment.