A growing number of companies are re-examining their working models and introducing stricter return-to-office (RTO) mandates, signalling a shift away from the widespread remote working arrangements adopted during the COVD-19 pandemic. While employers emphasise the benefits of in-person work, employees continue to value the flexibility and wellbeing benefits of hybrid arrangements. This creates a delicate balance for HR leaders. Drawing on insights from the Hays 2025 Working Well Report (the Report), we explore the challenges, opportunities and practical takeaways for employers considering their approach to RTO.
The push for RTO mandates
This trend towards RTO mandates is evident among major international companies, particularly those in the financial services industry. However, the majority of UK employers still support hybrid working. According to the Report, 55% of UK employees still work in a hybrid way.
Employers argue that office attendance strengthens collaboration and innovation, supports the preservation of organisational culture, and enables more effective training and mentoring for junior staff. Being present in the office can also help employees build professional networks and relationships that sustain long-term career growth.
The impact on employee wellbeing
The Report explores the evolving role of wellbeing in the workplace, drawing insights from more than 3,600 employees and employers across the UK. It highlights that 38% of professionals feel media coverage of RTO policies has negatively affected their wellbeing, reflecting widespread anxiety around the issue.
Financial pressures are a major factor shaping employee attitudes. More than half of respondents (59%) said the cost of returning to the office would influence their decision, rising to 73% among those aged 29 and under. With living costs still high, commuting expenses can represent a significant burden, particularly for younger employees on lower salaries.
Employees are also more likely to resent these costs if office attendance is not linked to productive or meaningful work. If time in the office feels poorly structured or unnecessary, it can undermine engagement and contribute to stress rather than fostering connection.
The research shows that most professionals value flexible working, with hybrid arrangements positively impacting wellbeing. This aligns with recent findings that wellbeing, mental health support and flexibility are top priorities for younger professionals. For more, see our insight on what matters to Gen Z and millennials in the workplace, where flexibility was found to be a key priority.
Gender and caring responsibilities
The effects of RTO policies are not felt equally across the workforce. The Report found a significant gender disparity: 42% of women reported negative impacts on productivity and job satisfaction, compared to 32% of men.
This reflects the greater reliance many women place on hybrid arrangements, often due to caring responsibilities. For these employees, the ability to work from home can be essential to balancing professional and personal commitments and, in some cases, it may determine whether they can remain in employment at all.
Restricting home working risks disproportionately affecting female employees, potentially increasing turnover and widening existing gender gaps in career progression. Employers need to be mindful of these dynamics when designing attendance policies to ensure they do not unintentionally undermine diversity and inclusion goals.
Practical takeaways for HR leaders
The Report recommends implementing flexibility wherever possible to enhance employee wellbeing and support long-term retention. At the same time, employers are keen to realise the benefits of office presence.
To balance these perspectives, employers should go beyond simply mandating attendance. Practical steps include:
- making office time purposeful by aligning in-person days with collaborative meetings, training or mentoring opportunities;
- designating “anchor days” where whole teams attend together, ensuring employees benefit from the energy and interaction of colleagues;
- role-modelling from leadership, with managers and senior figures visibly working from the office to set the tone;
- creating a positive culture around attendance, using recognition, engagement initiatives and wellbeing support rather than punitive measures; and
- involving employees in shaping the office experience, so policies feel co-created rather than imposed and create an environment where employees want to be.
Employers must also keep in mind the legal duty to make reasonable adjustments for disabled employees and the statutory right to request flexible working.
Ultimately, successful RTO policies depend on clear, transparent communication and a balanced approach that acknowledges both organisational needs and employee wellbeing. Employers that treat flexibility as a driver of engagement rather than a concession will be best placed to retain talent and sustain performance in the long term.
Striking the right balance
RTO mandates are likely to remain a feature of the evolving workplace landscape, but their success depends on striking the right balance. Employers must communicate the organisational benefits of in-person work while recognising the diverse needs of their workforce. By making office time purposeful, preserving flexibility and ensuring policies are inclusive, organisations can protect wellbeing, strengthen culture and support long-term retention.
