Reframing the Return-to-Office Debate: Try to See It My Way
RTO - an ending and a beginning
When I chose to move into entrepreneurship, returning to full-time office work was not the deciding factor—but I’d be lying if I said I missed the daily commute. For me, the shift from in-office routines was more of a dinner-table conversation than a life-altering event, however from discussions with clients on both sides of the employer-employee relationship, the story is far more complex. What’s become clear is that there are no defined winners or losers in the debate over in-person, hybrid, or remote work. Instead, we see heightened emotions, evolving dynamics, and ongoing debates about what works best for people and organizations.
As Natalie Stechyson notes in a recent CBC article[1], the push for employees to return to the office is sparking new conflict zones and challenging organizational cultures across Canada. Leaders and employees alike are struggling to balance shifting expectations while trying to restore a sense of workplace community in an ever-changing environment.
The Push and the Pull
At the heart of this issue are questions of trust, communication, and alignment of values.
The Push (Employee Perspective): Employees point to data showing that productivity remained stable—if not improved—during remote work[2]. Many experienced a stronger sense of autonomy and control over their schedules, along with better integration between work and home life. When organizations mandate full-time in-office attendance, employees often feel decision-making power has been reclaimed by employers at their expense. This loss of agency creates friction. A unique dimension of this conflict lies in the experiences of those who began their careers during the pandemic. For many early professionals, remote work has not been an exception—it has been the norm. These employees may have limited or even no experience with in-office culture. Expectations of autonomy, digital collaboration, and flexibility were “baked in” at the start. For this cohort, being asked to participate in full-time, in-person office environments can feel disorienting, even unnecessary.
The Pull (Employer Perspective): Organizations argue that culture, collaboration, and innovation are best nurtured face-to-face. Leaders see in-person work as essential for rebuilding weakened connections and sense of belonging. Employers who prize mentorship and visibility (particularly for new or early career employees) view physical presence in the office as vital to growth and connection. While this message may not resonate strongly with employees, it reflects a growing organizational priority.
Conflicts over these competing interests aren’t about right or wrong—they’re about reconciling different needs and values.
Closing the Gap
When approaches to work clash, conflict is natural. The key is creating opportunities for dialogue and problem-solving that respect differing perspectives.
For Organizations:
Engage in real listening—not just to defend a policy but to understand employees’ actual needs.
Explore creative options for work-life integration beyond physical presence in the office.
Use conflicts as opportunities for authentic problem-solving, where both sides can contribute to mutually beneficial solutions.
For Employees:
Communicate early and often. Share concerns, clarify expectations, and ask for what you need.
Transparency builds trust and prevents misunderstandings before they escalate.
A grounded, respectful approach gives your perspective more weight in difficult conversations.
For Both:
Make office time purposeful. Use in-person days for collaboration, brainstorming, and relationship-building, rather than defaulting to mandatory presence.
Revisit core values. Use this transition as a moment to reaffirm what your organization stands for (i.e. respect, inclusion, and trust), and role-model those behaviours at every level.
A Moment of Opportunity
The end of widespread remote work isn’t just a return to old habits. It’s an opportunity—if handled thoughtfully—for organizations and individuals to rebuild workplace cultures around clarity, respect, and genuine connection.
Conflict in this space doesn’t have to be destructive. With curiosity, listening, and openness on both sides, it can instead become the foundation for stronger, more resilient ways of working together.
I wish you all good luck and authentic connections as you navigate return to in-office work.
1. https://www.cbc.ca/news/canada/remote-work-over-1.7619112
