It’s 2024, but in some ways, it feels like we’re being asked to hop into a time machine and go back to 2019. After proving that remote and hybrid work models are not only possible but often preferable, many employers are now pushing for a “return to the office”—full-time or most of the week.
We hear it all the time: “Face time is critical to success.” But here’s the reality: the data says otherwise. According to research from the National Bureau of Economic Research (NBER), industries embracing remote work, like IT and finance, saw productivity growth jump from 1.1% before the pandemic to 3.3% after. Meanwhile, industries that rely on in-person work—like hospitality and transportation—saw productivity drop by 2.6%.
So no, it won’t fly to say that “being in the office” automatically equals success. Employees see it differently because they live it differently. If companies truly want people back in person and they want to retain them, they need to get serious about either compensating their teams or curating in-person work in a way that’s strategic. No one’s saying we should never meet in person—there’s a real need for it in some cases. But it has to have purpose. Think about times when in-person connection truly matters: strategy sessions, management training, client pitches or trust-building. That’s when face time counts.
We’ve seen this before—clinging to the past, even when the world has moved on. Take paper-based filing systems. Some argue that paper offers more privacy or less risk of hacking, but let’s be honest: we’ve moved to digital for its speed and efficiency, and there’s no turning back.
The same goes for hierarchical decision-making. In the past, decisions were top-down, locked in upper management. Today, though, employees expect to have a voice. Collaborative decision-making brings more creativity and engagement. Companies still holding on to old hierarchies? They’re missing out on an opportunity to truly innovate.
And this applies to full-time in-person work. Some people might feel that the old office model was more structured and productive. But we’ve seen the benefits of hybrid work, flexibility, and remote models—and we’ve adapted. Just like digital systems and collaborative leadership, we’re faster, more efficient, and more adaptable now. We’re not going back.
Flexibility Is No Longer Optional—It’s Already the Culture
One working mom summed it up perfectly: “I want to choose which days I go into the office. If I was told every Wednesday and Thursday, I’d be less pleased than if I could choose. Flexibility is key for being a working mom and tolerating hybrid.”
It’s not just about remote vs. in-office work anymore. It’s about control. When employees have flexibility, they stay engaged. Without it? It’s a dealbreaker for parents who are already juggling work, kids, and life.
And let’s be real—forcing people into a rigid in-office schedule isn’t just frustrating; it’s counterproductive. “We have a new boss who’s STRICT on ‘butts in seats’ from start to finish, and everyone is emotionally and physically wincing hard,” one person told me. That environment? It drains productivity, morale, and happiness.
Pay vs. Inflation—A Struggle We Can’t Ignore
The financial strain of returning to the office is real. And in today’s world, pay just isn’t keeping up with inflation. As one federal employee put it: “Pay in relation to inflation has not even come close to catching up, especially post-pandemic.”
Commuting costs, gas, parking, public transportation, extra help around the house, childcare—it adds up. For many, returning to in-person work feels like a pay cut. What’s the solution? Either adjust pay to cover these costs or offer perks—like commuting support, flexible hours, or hybrid options. Otherwise, employees will look for opportunities elsewhere.
And here’s the kicker: The cost of employers offsetting these expenses far exceeds the cost of offering flexibility in the first place. Trying to compensate employees with perks while demanding in-person attendance drains resources and doesn’t guarantee retention or productivity. Remote and hybrid work are far more cost-effective—and they build loyalty.
Purpose Matters More Than Ever
It’s not just about money. The purpose behind coming back to the office has to be clear. One employee put it best:
"I go into the office as often as requested and do it with a smile because when I’m asked, it’s for a purpose. It would eat me alive to be in the office to sit in virtual calls with people who aren’t even in the same place."
But here’s where it gets more complicated. Employers want people back not just for collaboration—but for perception. Some employers believe a full office signals a company’s health, power, and success. It’s a status symbol, both internally and for clients. Big office space, bustling employees—it’s the picture of a thriving organization.
But here’s the reality: If optics are driving the push for in-person work, companies are missing the point. Prioritizing the look of a packed office may feel like success to leadership, but clients, consumers, investors and partners increasingly see it as outdated, archaic, and unappealing. A modern workforce embraces flexibility, innovation, and agility—qualities that a rigid in-person model simply doesn’t represent anymore.
If maintaining that image is about keeping real estate investments alive, or preserving a traditional company look for clients, that’s not our problem—but it may soon be theirs when they start losing employees and client trust.
Support New Parents? Show It, Don’t Say It
If companies claim to support working parents, it’s time to show it. It’s not just about having a lactation room. Yes, that’s important, but so is giving parents the flexibility they need for school drop-offs, doctor’s appointments, and balancing family life.
One company did this right: “I’m hybrid, but they only ask new moms to come into the office once a week. They’re a great company for parents—I even got three weeks paid parental leave, which I could take anytime in my baby’s first year.”
That’s what real support looks like—walking the walk. Flexible hours, understanding, and genuine support for new moms and dads. That’s what matters.
Evolution, Not Regression
Here’s the bottom line: Companies that are pushing for a full return to in-office work need to rethink. While the pandemic was a global tragedy with immense loss and hardship, it also brought about necessary shifts in how we work—shifts that have had lasting positive impacts on workplace culture. We shouldn’t lose sight of the good that came from such a difficult time.
The pandemic changed how we work for the better, and we should be building on those lessons, not regressing.
We need a new era of work—let’s call it Strategic Flexibility. It’s about balancing company goals for in-person collaboration when it truly matters—like strategy meetings or team-building—while giving employees maximum flexibility the rest of the time.
And here’s the reality: Even if employees comply and come back now, companies will lose key staff over the next year or two. Employees are already quietly planning their exits for jobs that offer the flexibility they need. Employers may not know it yet, but they will soon.
Because at the end of the day, happy, supported employees are the ones who stay. As one parent said:
"Working from home makes my life so much more full and complete. I’m a happier employee, wife, mom, and human because of it. That also means I’m a happier, harder-working, more dedicated employee, wife, mom, and human too. Shouldn’t my employer want that? They’ll get better outcomes."
Exactly. If employers want the best from their teams, they need to evolve with the times, not fight against them. Flexibility isn’t just a perk—it’s now the culture.
