The return-to-office (RTO) debate remains one of the most contentious topics in the workplace today. While the peak of fully remote work has passed since its 2021 high, hybrid working has become the standard for many employees. According to a January 2025 snapshot survey by the Office for National Statistics, 25% of working adults in Great Britain now follow a hybrid work model, while 15% work exclusively from home.

Yet the future of hybrid work is far from guaranteed. Recent headlines reveal a growing wave of global corporations doubling down on RTO mandates. But issues arise when these policies lack transparent reasoning or data to support their implementation. When employees perceive these decisions as arbitrary or driven by mistrust, the result is a breakdown of confidence, leading to disengagement and resistance. To ensure success, the modern workplace must be founded on transparency, trust, and mutual respect.

The who and the why of RTO mandates

Amongst the most notable moves, JP Morgan has mandated all 316,000 of its employees to return to the office full-time, as has AT&T. Other major companies are adopting similar policies to varying degrees – BT now requires employees to work in the office three days a week and WPP has opted for a four-day model.

The rationale driving these policies lies in concerns over declining productivity in hybrid working arrangements.  Leaders from several organizations have been vocal about their apprehensions. The former boss of M&S and Asda told the BBC that working from home is “not doing proper work”, while Amazon’s CEO called his push for RTO a “judgment call.” Scalable Software’s survey shows such concerns are widespread. Half (50%) of knowledge workers say their employer has “productivity paranoia” over employees working away from the office.

At its heart, the RTO debate comes down to trust. Companies that trust their employees tend to embrace greater flexibility. Spotify’s Chief Human Resources Officer recently emphasized this, stating there’s no need to treat employees like “children” when deciding between WFH and RTO. Regardless of the chosen working model, policies should be built on a foundation of reciprocal trust and informed by data.

The risks of rigid RTO policies

The debate over rigid RTO mandates is a classic chicken-and-egg dilemma. Such policies can feel arbitrary and often lead employees to feel micromanaged, which fosters disengagement. Research* found that 35% of knowledge workers resent being required to come into the office on a specific number of days, and 33% resent being told which days they must attend.

For instance, more than 500 Amazon workers recently signed a letter to Amazon Web Services’ (AWS) CEO, seeking a “data-driven explanation” behind the company’s five-day in-office mandate. A handful of employees even said they’re so frustrated with the tech giant’s decision, they’re “rage applying” for new jobs on LinkedIn.

The absence of evidence-based reasoning behind RTO policies often stems from a culture of presenteeism. When organizations equate physical presence in the office with productivity, behaviors like “coffee badging” can emerge – where employees show up briefly to be seen, grab coffee, and then leave. However, employers who notice these patterns may respond by tightening RTO policies further, exacerbating mistrust on both sides.

Restoring trust is critical. Employers must have confidence in their employees’ ability to be productive outside the office, while employees need to trust that workplace policies are driven by their best interests, not outdated assumptions linking office attendance to productivity.

The real-world factors behind productivity challenges

Technology has become a central factor in RTO discussions. While enterprises have made substantial investments in digital tools to support employees, the transition to a digital-first workplace has brought significant challenges. Chief among these is digital friction – the unnecessary effort employees must exert when navigating workplace technology.

Today’s technology ecosystems are often highly complex and poorly integrated, with convoluted workflows spanning multiple applications and domains. Scalable’s research highlights the scale of this problem, revealing that poor Digital Employee Experiences (DEX) cost employees an average of 5.5 hours of productivity per week. Nearly half (47%) of knowledge workers report frequent issues such as slow-loading, freezing, or crashing applications, and 30% struggle with “notification overload”.

IT teams often rely on manual observation to gauge digital friction and assess DEX. This approach is flawed, as employees tend to demonstrate “best practices” when being observed, masking their real challenges. Without insight into how employees interact with workplace tools or the bottlenecks that hinder productivity, organizations risk making misguided decisions. As a result, remote work is often unfairly blamed for performance decline, while the root causes – such as inefficient workflows or slow systems – go unaddressed.

Harnessing workplace analytics to foster trust

To address these challenges and inject objectivity into RTO policies, organizations can turn to workstyle analytics and Digital Employee Experience (DEX) software. These tools provide visibility into how employees interact with workplace tech, helping to identify and reduce digital friction. By streamlining processes and eliminating inefficiencies, companies foster a culture of trust while boosting productivity. With data-driven insights, leaders are empowered to make informed decisions that support both employee wellbeing and business success – shifting the narrative away from subjective assumptions.

Interestingly, employees are open to this approach. Research reveals that 55% of knowledge workers would welcome the use of DEX software to analyze working patterns and trends, particularly if it demonstrates their effectiveness in remote settings. Younger generations are even more supportive, with 64% of those aged 16-24 and 61% of those aged 35-44 expressing approval.

The future of work is not a binary choice between remote and in-office models. Instead, it’s about creating a workplace founded on respect, flexibility, and shared success. By leveraging data, organizations can foster an environment where both employees and businesses thrive.

|*Scalable research