Beyond Mandates: Rethinking RTO for Lasting Success 

In 2025, the return-to-office debate has reached a critical juncture. A growing majority of U.S. CEOs now expect employees to be back at their desks full-time within the next three years. But employee sentiment tells a different story.  

This widening gap between leadership expectations and workforce preferences has led to the erosion of trust, productivity, and culture for many companies that have implemented some sort of RTO mandate. 

While CEOs may be justified in pushing for a return to the office, the challenge is figuring out how to do so in a way that strengthens the company without compromising talent retention and productivity. 

This C-Suite 411 article will cover what recent data shows about RTO mandates, as well as how to make your employees want to come to the office. 

What The Current Data Shows 

The office represents the beating heart of your company. It’s where collaboration, culture, and innovation all take place, and where employees used to do their best work. It’s no wonder that nearly 83% of CEOs want to have their people back in the office full time over the next few years. However, after the pandemic, working norms changed to allow for more employee autonomy, which has led to many workers discovering they actually perform better when working from home. 

While the transition back to pre-pandemic norms was never expected to be easy, new data shows that return-to-office policies are doing more harm than intended. Instead of fueling productivity, these mandates are undermining it by draining employee engagement before they even get into the office.  

Surveys show that the majority of employees prefer the flexibility of remote work to their pre-pandemic routines. So much so that they would even look for a different job or take lower pay to continue working remotely. RTO mandates are also negatively impacting the mental health of employees who have developed a better work-life balance while working remotely. In a recent Korn Ferry survey, more than half (58%) of employees surveyed said going back will have a negative impact on their mental health. For working parents — especially mothers — the mandates contribute to an extra level of mental, physical, and financial stress. 

As a CEO, you want your employees to be their best selves and put forth their best work. When RTO mandates start to compromise that, it’s time to try some alternative methods to get workers interested in being on-site again. 

7 Methods To Entice Workers Back to the Office 

While RTO mandates may look like a simple solution on paper, in reality they risk alienating top talent and eroding the very culture CEOs are trying to strengthen. 

No one likes being forced to do something they don’t want to do. People also don’t like things being taken away once given, so it’s not a surprise that many workers are fighting back on RTO mandates. For leaders that want to usher employees back into the office, they need to create a mindset shift that entices people back into the office rather than forces them.  

Here are seven methods you can use to change your employees’ mindset on returning to the office. 

Redesign the office as a destination 

One of the most effective ways to make employees want to come in is to reimagine the office as a place people choose to work rather than a place they are required to be. Instead of filling floors with generic cubicles, companies can invest in spaces designed to foster collaboration and connection. This could include revamping breakrooms to be more welcoming, designating brainstorming areas, or investing in tech-enabled meeting rooms.  

Adding amenities like wellness programs, high-quality food options, or subsidized transit can also help transform the office into a destination worth the commute. When employees see tangible benefits to being on-site, they’re far more likely to make the trip. For working parents with young children, you could even look into on-site daycare programs or childcare reimbursement to help offset the burden of multiple commutes and increase loyalty. 

Balance structure with flexibility 

Employees consistently report that flexibility is one of the top drivers of job satisfaction. Companies can strike a balance by creating broad expectations rather than a strict policy. For example, a company might ask employees to establish a few “anchor days” a week while leaving it up to teams to decide which days would work best. This model gives staff ownership of their schedules while ensuring collaboration still happens. Flexibility within structure acknowledges that every team has different rhythms and needs, making people feel respected rather than controlled. 

Focus on moments that matter 

If the pandemic has taught us anything, it’s that not every workday needs to happen in an office. Instead of mandating fixed schedules, companies can encourage people to come in for specific activities where in-person collaboration has the greatest impact.  

Some examples include onboarding new employees, hosting brainstorming sessions, workday events or celebrations, or holding upskilling courses. Framing office time around meaningful moments makes attendance feel purposeful rather than arbitrary, helping employees understand exactly why their presence matters.

Tie in-office time to career growth 

For many employees, particularly those early in their careers, professional growth opportunities can be a compelling reason to come in. Companies can link in-person attendance to mentorship programs, shadowing opportunities, or upskilling courses that only take place on-site. When companies position the office as the place to be for career-building conversations and skill development, leaders create a direct incentive for employees to show up. 

Recognize and incentivize attendance 

Instead of punishing employees for working remotely, companies should focus on rewarding teams for showing up when it matters. This doesn’t have to be anything grand. Simple gestures like offering free lunches or providing childcare stipends on in-office days can make attendance more appealing. Having public recognition for collaborative achievements that happen in person also reinforces the idea that the office is a place for success.  

It is important to note that these incentives should be balanced so that remote employees don’t feel excluded or penalized. 

Be transparent and co-design policies 

A major source of frustration with RTO mandates is the perception that they are unnecessary and imposed without any employee input. Organizations can reduce employee pushback by involving staff directly in shaping hybrid arrangements and being transparent about the reasons behind the change. 

Regular pulse surveys, open forums, and pilot programs allow employees to test different models and provide feedback before company-wide rollouts. This co-design process builds trust, making employees feel heard and valued, while also producing policies that are more likely to stick because they reflect real needs. 

Enhance well-being and work-life balance 

On top of flexibility, better work-life balance is one of the many reasons employees prefer to work from home. Organizations should emphasize that this is not being taken away. This can mean offering shortened on-site days or implementing meeting-free afternoons. If employees are stressed about their commute, you can provide options like shuttle services and carpooling to reduce that burden.  

Workplaces should empower, not hinder, and should actively demonstrate that employee well-being is a genuine priority.

Sources: Kornferry, GoTo, Flexjobs, ResumeBuilder, KPMG