The return to offices is one of the key challenges facing employers today. More and more companies are deciding to limit remote work, but forced returns may lead to employee dissatisfaction, and even increased turnover. How to make employees want to return to the office? What actions can increase their motivation, and what mistakes should be avoided? Experts from Gi Group Holding suggest how to effectively manage the process of returning to the office, taking into account both the needs of the organisation and the expectations of employees.
According to the latest survey by Grant Thornton, conducted in December 2024, 10% of companies plan to limit remote work in 2025 – half of them intend to completely restore office work, while the other half only want to increase the number of working days in the office. The percentage of companies requiring work from the office only increased from 23% to 37% within a year, and the number of companies requiring at least a few days of office work per month has doubled.
The most frequently indicated reasons for limiting remote work are a decrease in work quality (58% of companies) and difficulties in information flow within teams (42%). Additionally, 33% of companies notice that remote work has negatively affected the atmosphere and relationships between employees.
On the other hand, research shows that forced return to the offices may result in employee attrition – according to a report by Deloitte and Ace of Space, almost 70% of companies notice resistance from employees to return to the office, and the reduction of flexible work models can lead to difficulties in recruitment and retention of talents.
So how should organizations approach this process to make it effective? How can companies increase employee motivation and what mistakes should be avoided? Experts from Gi Group Holding indicate best practices in this regard.
Why do employers want to limit remote work?
Remote work, which became the standard in many industries during the pandemic, still poses organizational challenges for some companies. Employers point out that a hybrid or office-based model allows for more effective team integration, quicker information flow, and better cooperation between employees. Other issues with remote work include harder onboarding of new employees and less identification of employees with the company.
In production, logistics, and trade, the majority of employees work in the office. Remote work is possible for support positions, for example, in administration, sales, customer service, accounting, finances, or production planning. However, it is crucial for the employee to be well-organized and disciplined, which guarantees their boss’s trust,” says Beata Oczkowicz, Director of Permanent Recruitment at Gi Group.
“Many employers believe that maintaining high-quality work is more difficult in remote mode as the attention of employees may be scattered. Additionally, companies, especially those handling confidential information, may fear an increased risk of data leaks, cyber-attacks, and lack of control over equipment used outside the office,” adds Agnieszka Żak, Regional Director of Gi Group.
What deters employees from returning to the office?
On the other hand, employees value the flexibility offered by remote work. The ability to balance professional and private life, the lack of need for commuting, and greater autonomy in organizing work are the main arguments of those who are reluctant to think about returning to the office.
“For many people, commuting to the office means additional costs – fuel, parking, public transport. Being in the office also often involves more unplanned interactions, which may disrupt the rhythm of work and make employees feel less efficient,” emphasizes Michał Piernik, Division Manager at Grafton Recruitment.
How to effectively convince employees to return to the office?
Companies that want to encourage employees to work in the office should focus on creating real added value. It’s key to ensure modern and comfortable working conditions that are better than those employees can create at home. Ergonomic desks, creative workspaces, well-equipped kitchens or relaxation zones are elements that can attract employees to the office.
“Employees should feel that something attractive is happening in the office, which gives them real benefits – more creative work, workshops, interesting team meetings. Most people like to develop and learn, so companies should invest in training and other activities that will truly enrich their daily work,” highlights Agnieszka Mazurek-Szulim from Wyser.
Another important factor is flexibility. Imposing the obligation of daily presence in the office can meet with resistance, which is why many companies opt for a hybrid model, allowing employees more freedom in choosing office workdays. Gradual implementation of office work and creating conditions that make the office an attractive option rather than a necessity can be a good solution. Employers who prioritize flexibility and openness to team needs can expect greater acceptance of changes.
What mistakes to avoid?
Employers who want to limit remote work should avoid introducing rigid rules without prior dialogue with the team. A forced return to the office, without taking into account employees’ expectations, may result in a decrease in their engagement and an increase in turnover. It is also essential to provide real benefits resulting from office work – if the office doesn’t offer anything more than the home workplace, it’s hard to expect that employees will willingly return there.
“The current tug of war on the market is happening with employers encouraging office work on one side, and employees who want to work remotely on the other. The key to an effective return is open communication and convincing employees that returning is beneficial not only for the company but also for them,” adds Michał Piernik, Division Manager at Grafton Recruitment.
Source: https://managerplus.pl/pracodawcy-chca-powrotu-do-biur-99057
