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The hybrid model could be a step closer to RTO

The ropes are tightening, and employers are starting to regain the power they lost when the health crisis broke out in 2020. Their first order of business is to get everyone back to the office. Will this work when employees have clearly stated their desire to continue working remotely? It's a battle where we already know the winner.

Alexandros Pantelakis
Alexandros Pantelakis

HR content specialist at Workable, delivering in-depth, data-driven articles to offer insights into industry and tech trends.

remote work and accessibility

Surveys show a majority favoring the hybrid working, highlighting its balance of collaboration and autonomy. HR must adapt, ensuring policies reflect both organizational goals and employee well-being in the evolving work landscape.

Labor market dynamics and employer-employee power shift

The dynamics of the labor market are undergoing a significant transformation, influenced in part by the cooling labor market. As reported by ABC News, some of Australia’s largest employers are leveraging performance bonuses to entice staff back to the office, indicating a shift in the balance of power towards employers.

This trend is mirrored globally, with companies like Google, Meta, and Amazon mandating office attendance for at least three days a week and tying compliance to performance reviews.

The decline in employment numbers, such as the 65,100 drop in Australia in December as reported by Investing, suggests a cooling labor market that could further empower employers in the work-from-home equation.

For HR professionals, this shift necessitates a strategic approach to employee engagement and retention. It’s crucial to balance the enforcement of RTO policies with the maintenance of a positive work culture and employee satisfaction.

This balancing act involves not only crafting policies that reflect the company’s operational needs but also addressing employee preferences for flexibility and autonomy.

Remote turned to hybrid and that works

Hybrid work, a concept that marries remote and in-office work, has swiftly transitioned from a temporary measure to a mainstay in corporate strategy.

The hybrid work ‘agreement’, if we can call it that, seems to be the middle ground, as Workable predicted in a report back in 2022.

However, Resumebuilder report highlights that an overwhelming majority, approximately nine in ten companies with office space, are set to have employees return to the office by the end of 2024. 51% of them have already achieved that at the moment. 

Yet, this return is far from a straightforward revival of pre-pandemic norms. This shift is not merely a top-down directive but reflects a broader consensus on work preferences. 

A survey by Bankrate, involving over 2,000 adults in the U.S., reveals that around 68% of full-time workers are in favor of a hybrid schedule, which allows for at least one remote workday per week. 

This model strikes a harmonious balance, merging the collaborative benefits of office presence with the flexibility and autonomy afforded by remote work. 

For HR practitioners, this trend underscores a clear mandate: the workplace of the future must be adaptable, catering to both the individual preferences of employees and the overarching goals of the organization. 

It suggests a move towards creating environments that not only enhance productivity and engagement but also prioritize employee well-being.

Regional variations in office recovery

The journey back to the office is far from uniform, with significant disparities in recovery rates across regions. 

Insights from’s December 2023 Office Index shed light on these variations. New York City, for instance, showcased a promising year-over-four-year visit gap of just 19.2% in December 2023, a testament to its robust recovery. 

In stark contrast, San Francisco reported a visit gap of 53.1%, underscoring the challenges some regions face in rebounding to pre-pandemic office visitation levels.

These discrepancies underscore the impact of localized factors — from the composition of industries and public health directives to the sentiments of the workforce — on the implementation and success of RTO strategies. 

For HR leaders, this emphasizes the need for policies that are not only flexible but also attuned to the specific contexts and needs of their workforce. 

Tailoring RTO approaches to accommodate these regional dynamics can significantly enhance an organization’s ability to navigate the complexities of a post-pandemic recovery, ensuring that strategies are both effective and empathetic to employee concerns.

Employer strategies for encouraging office returns

From performance bonuses to the integration of office attendance into performance evaluations, employers are adopting more structured approaches to manage hybrid work models. 

CNBC reports that nearly 30% of companies have stated they would consider termination for employees who resist compliance with in-office requirements, highlighting the tension between operational needs and employee preferences for flexibility.

Remember the video of WebMD? Check more about it here.


As you can see, there are right ways and wrong ways to encourage RTO. For HR professionals, devising these policies is a balancing act. It involves aligning organizational objectives with employee well-being and preferences, ensuring that the workplace remains a space of productivity and collaboration – without compromising on the flexibility that has become a hallmark of the modern work environment.

Productivity and engagement concerns

The debate over the impact of remote work on productivity and engagement remains unresolved, with data presenting a mixed picture. Yahoo Finance highlights that employee productivity in the U.S. saw fluctuations, with a notable increase in 2020 and 2021, followed by a dip and then a rise again in 2023. These variations suggest that the effectiveness of remote versus in-office work is contingent on several factors, including job nature, company culture, and individual preferences.

The transition to hybrid work models has further complicated this debate. While some argue that remote work enhances productivity by reducing commute times and allowing for a more flexible work-life balance, others contend that it can diminish team cohesion and impede spontaneous collaboration.

For HR departments, navigating these concerns requires a nuanced understanding of the factors that drive productivity and engagement within their specific organizational context.

Implementing regular feedback mechanisms, fostering a culture of trust, and providing the tools and resources necessary for effective remote and in-office work are essential strategies in this regard.

How big companies deal with RTO

Different organizations have taken varied approaches to the post-pandemic work environment, ranging from strict office-first strategies to more flexible hybrid models. Here’s how some of the world’s leading companies are adapting:

Office-first strategy

Goldman Sachs: Under the leadership of CEO David Solomon, Goldman Sachs has taken a firm stance on the importance of in-person work, particularly for its collaborative and apprenticeship-driven culture. 

In March 2022, Solomon mandated a return to the office five days a week for all employees. He has been vocal about his belief that remote working does not align with the company’s ethos of innovation and collaboration, emphasizing the need for an office-first approach to maintain the firm’s dynamic work environment.

Hybrid approach

Adobe: In June 2021, Adobe announced a shift towards a hybrid work model, allowing employees to divide their time between home and the office. Chief People Officer Gloria Chen highlighted the model’s flexibility, designed to support significant in-person and virtual collaboration. 

This approach aims to balance the benefits of physical presence with the convenience of remote work, ensuring that employees gather for critical moments and maintain productivity and creativity.

Airbnb: CEO Brian Chesky’s announcement in May 2022 marked a significant departure from traditional work models, allowing employees to work from anywhere in the world without affecting their salary. 

This policy enables staff to relocate from high-cost areas to more affordable locations, a stark contrast to companies that adjust salaries based on geographic cost-of-living differences. Airbnb’s approach reflects a commitment to flexibility and employee well-being, acknowledging the diverse needs and preferences of its workforce.

Amazon: Initially, Amazon introduced a hybrid work model permitting employees to work remotely two days a week. 

However, in a pivot in February 2023, CEO Andy Jassy announced a new expectation for employees to be present at Amazon’s headquarters at least three days a week. 

This adjustment aims to enhance communication, collaboration, and innovation by fostering more consistent in-person interactions among team members.

Apple: Apple’s approach to hybrid work, announced by CEO Tim Cook in June 2021, requires employees to be in the office three days a week (Monday, Tuesday, and Thursday). 

Despite facing some resistance and calls for greater flexibility from its workforce, Apple has upheld this policy. The company believes that this model best supports its goals for in-person collaboration, which is seen as essential for creativity and team cohesion.

Challenges and opportunities for HR in the hybrid era

The transition to hybrid work models presents a unique set of challenges and opportunities for HR professionals. 

As the architects of the workplace’s future, HR has a pivotal role in crafting policies that support both organizational objectives and employee well-being. 

This involves not only navigating the logistical complexities of hybrid work arrangements but also addressing the cultural shifts that accompany this transition.

One of the primary challenges is maintaining a cohesive company culture in a dispersed work environment. HR must innovate to create shared experiences and foster a sense of belonging among remote and in-office employees alike. 

This might involve leveraging technology to facilitate virtual team-building activities or reimagining office spaces to encourage collaboration when employees are on-site.

Another significant challenge is ensuring equity and fairness in opportunities and evaluations for remote and in-office employees. HR must develop clear guidelines and metrics for performance assessment that recognize the contributions of all employees, regardless of their physical work location.

On the opportunity side, the hybrid model offers HR the chance to redesign work in a way that prioritizes employee flexibility, autonomy, and work-life balance. This can lead to increased job satisfaction, reduced turnover, and a more attractive employer brand.

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