As the five days return-to-office mandate becomes more prevalent, leaders are confronted with the task of addressing the generational gap among employees. The resurgence of in-office work is accompanied by concerns about increased living costs for those who had temporarily moved to hometowns during the remote work

Companies are urged to carefully consider policies to accommodate such employees and reassess the messaging associated with the return to the office. The ongoing debate over working from the office, home, or adopting a hybrid mode has been a focal point for leaders across various organisations. Some sectors, particularly in IT, have issued strict return-to-office orders for mid-career professionals, giving rise to terms like “coffee badging” and “office peacocking.” Leaders grapple with the implications of such mandates and their impact on workforce dynamics.

The shift back to office settings is driven by several factors. Large IT and tech services companies are citing client demands for a secure work environment and protection against cyber threats as primary reasons for bringing employees back to the office. Additionally, in-person interactions are deemed crucial for fostering collaboration and team bonding, contributing to enhanced productivity. On the other hand, employees, especially in big tech firms, have expressed a preference for remote work even before the pandemic. However, challenges such as a lack of a conducive home working environment and visibility into employee performance have prompted management to implement in-office mandates.

From a policy standpoint, HR leaders emphasise the need to accommodate employee needs for effective motivation and engagement. As mid- to lower-level employees return to the office, many of them may have family responsibilities or are women returning from work sabbaticals. Flexible schedules and additional support, such as workplace creche facilities, are suggested to address these considerations. Implementing a hybrid work strategy emerges as a favourable option for organisations aiming to adapt to shifting workplace dynamics and support their workforce effectively.

The return to office is expected to have implications on work culture, particularly with a multi-generational workforce. The older generation, accustomed to traditional office setups, contrasts with newer employees who have embraced the flexibility of remote work. Bridging this gap and managing the shift in thinking becomes crucial to maintaining a cohesive work culture. The concept of a hybrid work culture is proposed as a middle ground, allowing companies to adapt to the evolving landscape while catering to the diverse expectations of their workforce. Overall, organisations are encouraged to customise work models based on their culture and workforce requirements to strike a balance between business goals and employee needs.