Introduction: A Personal Perspective on Returning to the Office
Before joining Amazon, when I first heard about my company’s return-to-office plan, I had mixed emotions. Like many others, I had built my life around remote work—balancing Zoom meetings with house chores, taking short breaks to run errands, and enjoying the flexibility that came with it. It wasn’t just about convenience; it was about work-life integration in a way that had never existed before.
But returning to the office felt like stepping back into a world that no longer aligned with how we worked. The pre-pandemic office, with its rigid routines and one-size-fits-all structure, felt outdated and inefficient. My transition back was inevitable—my role required in-person presence, and by 2022, I had already made that shift.
Yet, I couldn’t help but wonder: What about the millions of employees who have worked remotely for nearly six years? For them, the sudden shift back to full-time office life is not just a minor adjustment—it’s a major disruption that will require a new way of thinking about work.
This isn’t just about returning to an office; it’s about redefining the office itself. If companies want employees back, they must rethink why people should come in and how the office can offer something better than remote work.
The Core Challenges of Return to Work
Employee Resistance & Changing Work Expectations
The pandemic permanently reshaped how people work and live. For years, companies embraced remote and hybrid models to maintain productivity while protecting employees’ health. Many workers have now structured their lives around remote work, making a full return to the office a significant lifestyle disruption.
Work-life balance is now non-negotiable. Employees have proven they can be productive without being in the office five days a week. A 2024 Pew Research study found that 46% of remote workers would quit if forced to return to full-time office work.
Commuting feels unnecessary. Many employees don’t see value in spending hours commuting just to complete tasks they can do remotely.
Financial and lifestyle adjustments are difficult. Returning to the office means higher expenses (transportation, childcare, food) and less control over daily schedules.
Organizational Challenges
While employees resist full-time office mandates, companies have their own concerns.
Collaboration & Innovation: Leaders argue that in-person work fosters mentorship, creativity, and stronger teamwork. JPMorgan Chase and WPP are among the companies mandating office work, citing concerns over long-term innovation and employee development.
Culture & Employee Engagement: Some executives believe remote work makes it harder to build a strong company culture, retain employees, and integrate new hires.
Real Estate Investments: Companies have spent billions on office space and need to justify their costs. With empty offices, many are pushing for a return to in-person work to optimize their resources.
Despite these concerns, forcing employees back into outdated office models will likely backfire. Companies must provide a compelling reason for employees to return—beyond just executive mandates.
This isn’t just about returning to an office; it’s about redefining the office itself. If companies want employees back, they must rethink why people should come in and how the office can offer something better than remote work.
Rethinking the Office Experience: A Hybrid Approach
Flexible Work Models
Rather than implementing a one-size-fits-all RTO policy, companies should embrace structured flexibility:
Anchor Days: Designate days when teams come in for collaboration while allowing remote work on other days.
Outcome-Based Work: Shift the focus from hours in the office to measurable performance and results.
Team-Driven Flexibility: Let teams decide the best schedule for collaboration instead of enforcing rigid mandates.
Designing a Purposeful Office
To attract employees back, offices must offer an experience that enhances productivity and well-being:
Collaboration Zones: More open spaces designed for teamwork rather than rows of individual desks.
Tech-Enabled Hybrid Workspaces: Video conferencing and virtual collaboration tools must be seamlessly integrated to ensure remote workers are fully included.
Well-Being Spaces: Quiet rooms, ergonomic setups, and mental health resources to support employees in a post-pandemic world.
Leadership & Culture Shift
Leaders must shift their management style to focus on trust and autonomy:
Encourage intentional connections rather than just mandating presence.
Emphasize engagement over enforcement—if employees feel valued in the office, they will come.
Lead by example—managers should actively participate in hybrid work arrangements rather than expecting employees to be in the office while they work remotely.
The Four Cs: Rebuilding the Office with Purpose
To make the office valuable again, companies should focus on four key areas:
Connection
Employees miss the social energy of an office, but mandatory attendance won’t rebuild it. Instead:
Schedule regular team-building activities.
Align schedules to encourage organic interactions.
Provide opportunities for casual, non-work discussions in meetings.
Collaboration
Remote work made teamwork more structured, but true collaboration requires balance:
Use hybrid collaboration tools to ensure remote employees feel included.
Avoid “proximity bias”—make sure remote workers have equal career growth opportunities.
Creativity
Spontaneous creativity suffered in a fully remote world. To reignite innovation:
Design creative spaces within the office.
Implement “unplanned creative time” for idea-sharing.
Ensure that both in-person and remote employees have a voice in brainstorming sessions.
Culture
Company culture must be redefined for a hybrid world:
Clearly articulate why the office matters beyond tradition.
Avoid penalizing employees who prefer remote work.
Develop a hybrid-first mindset where office and remote workers have equal access to opportunities.
The Way Forward: How Companies and Employees Can Align
The return to work isn’t about reversing remote work—it’s about redefining work itself.
Employees need clarity on why the office is valuable, not just a mandate.
Flexibility is key—strict five-day office mandates will push top talent away.
Hybrid models should be intentional, not just a mix of old and new.
Ultimately, the future of work isn’t about choosing remote vs. office—it’s about creating an environment where employees can thrive, wherever they are.
Conclusion
The pre-pandemic office is obsolete, and returning to it without change is a missed opportunity. Companies that rethink the role of the office will have more engaged, productive employees.
This moment isn’t just about bringing employees back—it’s about building a workplace worth returning to.
