The Struggling Return to Office Movement: Fireside Chat With Industry Experts

Hear from industry experts on the ongoing conflict between traditional office work and the push for remote and hybrid models, and the impact this has on employee engagement.

Introduction

Four years after the COVID-19 pandemic prompted a widespread shift to remote work, we have not fully returned to the in-person office model of 2019. Companies now navigate a spectrum of work arrangements, from fully remote to fully in-person, often landing somewhere in between. 

Despite ongoing efforts by some executives—often unsuccessful—to bring employees back on-site, questions remain: What will the workplace look like in the next 5 to 10 years? Will the in-office model prevail, or are hybrid and remote work here to stay? What are the benefits and drawbacks of these working styles, and how do they tie back to workplace engagement?

We sat down with Nadia Harris, founder of remoteworkadvocate.com, Félicia O. Sangare, Head of People at Djamo, and Danute Lescinskaite, Human Resources Manager at Robin, to answer these questions. See the summarized notes below, and check out the recording to hear their full insights and the Q&A!

1. What are your thoughts on Amazon’s coffee badging crackdown?

Felicia: I think Amazon's coffee badging crackdown was inevitable because we never fully planned what returning to the office would look like after remote work began. We didn't anticipate how much people would prioritize work-life balance, and this frustration is a result of that oversight. It’s not surprising to me, and the focus now should be on finding solutions that work for both companies and employees. Balancing work-life needs without compromising productivity is key.

Danute: I disagree with Amazon's approach to cracking down on "coffee badging" as a way to enforce office attendance. Being in the office doesn't automatically translate to productivity; it's more about engagement and motivation in the work itself. Some employees thrive remotely, while others prefer the office, and Amazon should acknowledge these differences instead of imposing one-size-fits-all rules. Policies need to evolve to reflect the changing nature of work.

Nadia: Honestly, I think Amazon's crackdown on coffee badging is a huge management failure. It feels like there's no clear strategy, metrics, or goals behind this decision—just a need to justify expensive office spaces. The pandemic was not true remote work; it was emergency work-from-home, and Amazon's leadership missed the opportunity to learn from that. Instead of imposing these misguided rules, they should focus on understanding what actually drives productivity and how to support it effectively.

2. What are some other unintended consequences to RTO initiatives like coffee badging? How about successes?

Danute: Success in RTO initiatives like coffee badging varies because there's no one-size-fits-all solution; for some, it's about collaborating in the office, while for others, it's achieving a better work-life balance at home. The key is understanding what success looks like for each individual. Management needs to review policies and focus on people, not just financial or logistical aspects, to truly support employees. When companies prioritize their people, it ultimately leads to greater success for both employees and the business.

Nadia: The concept of work as we know it is outdated, rooted in industrial-era practices that no longer fit today’s tech-driven, globalized world. Offices were originally designed for efficiency and space constraints, not for today’s need for flexibility and remote collaboration. While offices aren’t inherently bad—since we are social beings who crave interaction—their purpose hasn’t been redesigned for modern work. The real challenge is for companies to rethink and adapt these spaces to add true value in today’s context.

Felicia: I agree with my colleagues that the unintended consequence of RTO initiatives like coffee badging is disengagement. People didn’t expect how disconnected employees would feel when forced back into the office, losing the time saved from commuting and the balance gained while working remotely. While some thrive on in-person collaboration, the return to office wasn’t thoughtfully planned or adapted to our new realities. We missed the chance to rethink workspaces, leading to more job-hopping as employees search for better work-life balance.

3. What beliefs and motivations are driving the return-to-office movement?

Nadia: The return-to-office movement is driven by a desire to return to familiar processes that felt manageable, even if they weren’t necessarily effective. Many leaders default to old habits because it’s easier than challenging the status quo or adapting to new ways of working. There’s also a lack of understanding among some managers about what truly drives productivity, leading them to rely on outdated methods like monitoring attendance instead of focusing on meaningful engagement. Additionally, the tech industry's emphasis on office perks created a false sense of value that didn’t translate into true motivation or connection to the work itself.

Felicia: I believe that a major driver behind the return-to-office movement is that leadership often resists learning new ways to lead, communicate, and manage in a remote or hybrid setting, placing that burden on employees instead. They’ve kept large office spaces despite remote work, and seeing empty offices can be unsettling, pushing them to bring people back rather than adapting. Additionally, maintaining in-person presence is beneficial for young companies or those needing to rebuild culture and alignment. However, I think the motivations behind these decisions are not always entirely positive or well-intentioned.

Danute: The return-to-office movement is driven by the belief that being in the office fosters a stronger company culture and boosts collaboration, innovation, and productivity. However, I disagree with this view, as simply bringing employees back doesn’t necessarily improve their work or engagement. Leadership needs to shift their mindset, listen to employee feedback, and focus on meaningful in-office activities like workshops or team-building rather than just enforcing attendance. Companies should rethink their approach to employee engagement and work arrangements post-pandemic.

4. Have RTO initiatives impacted employee-employer relations? If so, in what way?

Felicia: Yes, RTO initiatives have definitely impacted employee-employer relations by undermining trust and affecting employee wellness and happiness. This has led to lower employee engagement scores and negatively impacted employer branding. Additionally, concerns about performance may have fueled the push to bring everyone back to the office. A more data-driven, case-by-case approach could have helped address individual needs and reduced the negative impact on employee satisfaction.

Danute: RTO initiatives have definitely strained employee-employer relationships by frustrating employees who value the flexibility of remote work. This push to return to the office has created tension and reduced trust, especially if employees feel their preferences aren't being considered. To improve relations, open communication and flexible RTO policies are essential. Companies need to reevaluate their approach to rebuild and maintain positive relationships with their employees.

Nadia: RTO initiatives have deeply impacted employee-employer relations by revealing the gap between companies' stated values and their actions. Many organizations, which previously highlighted perks and employee value, are now pushing hard for in-office work, undermining trust and exposing the power dynamics at play. This shift has shown how employers may prioritize control over flexibility, which can strain relationships and highlight discrepancies between corporate promises and reality. Additionally, in some regions, legal protections for remote work further complicate the situation, underscoring the need for more mutual understanding and sensible approaches.

5. How do you think the return-to-office movement will evolve over the next few years?

Danute: I think the RTO movement will shift towards more flexible and hybrid models over the next few years. The one-size-fits-all approach clearly doesn't work, so companies will likely offer options for remote and in-office work. I hope we'll see a move away from tracking hours and instead focus on the results and achievements of employees. This shift is already happening, but it’s still a bit of a stretch for some companies.

Felicia: I agree with Danut that the RTO movement will likely evolve into more flexible and hybrid models, as a purely in-office setup is no longer practical. The talent pool is global now, so companies will need to adapt to a mix of remote and in-office work. I also think there’s a need to standardize training and develop the necessary skills for hybrid work, especially in regions where remote work infrastructure is lacking. Ultimately, returning to the pre-pandemic norm isn't feasible, so supporting both employees and managers in adapting to this new reality is crucial.

Nadia: I completely agree with both of you. Companies need to truly embrace diversity and inclusion by broadening their hiring practices to include remote workers, as talent should not be limited by geography. It’s essential to ensure that everyone, regardless of their background or location, has a fair chance to work for top companies. As history has shown, significant changes often face resistance, but they ultimately become indispensable—just like electricity and automobiles.

Takeaways

The return-to-office (RTO) movement is evolving towards more flexible and hybrid models as companies recognize the limitations of a one-size-fits-all approach. There's a growing understanding that talent is global and that the future of work should focus on results rather than hours worked. However, challenges remain, such as adapting to remote work setups and ensuring fair opportunities for all, regardless of location. Companies must address these issues and genuinely embrace diversity and inclusion by broadening their hiring practices to include remote talent. It’s time to innovate and create equitable work environments that reflect the true spirit of inclusion.

Resources

If you liked this content and want to learn more, watch the webinar recording to hear full responses and Q&A, and find Nadia, Felicia, and Danute on LinkedIn.