As 2025 progresses, return-to-office (RTO) mandates are becoming more common across Australia. With headlines dominated by discussions around office attendance and the push for employees to return to the office, many businesses are rethinking their work arrangements. This renewed focus on office mandates reflects a deeper tension between corporate goals and the changing expectations of employees who have become accustomed to working remotely or within a flexible work structure.
This article offers a strategic view of RTO planning, aiming to guide informed, intentional decisions. Rather than reacting to trends, organisations can better align their policies with current workforce dynamics, business needs and evolving expectations.
From Pandemic to Present: The RTO Mandate Timelines
The Evolution of Work: Remote → Hybrid → Mandated Return
The COVID-19 pandemic sparked a major shift in work arrangements. Practically overnight, remote work became the norm. As restrictions eased, many companies transitioned to hybrid models, with employees splitting time between home and office.
By 2023 and 2024, there was a shift once again, this time toward mandating a return. In 2025, companies are increasingly requiring employees to work a set number of days a week in the office. While some still embrace flexible work, others have reverted to a full-time office structure, drawing on their pre-pandemic work model.
Who’s Leading the Charge Back?
Public servants in Australia have experienced mounting pressure to increase office attendance, often tied to efforts to revitalise city centres. In the corporate sector, companies like Amazon and Commonwealth Bank have set office attendance targets, typically requiring multiple days a week in the office.
These shifts are often tied to concerns around productivity, cohesion and mentoring, especially for junior staff. Local and global examples show a trend toward formalising expectations, though the number of days varies by industry and organisation.
Employee Pushback: The Resistance Movement
Despite the momentum, not all employees welcome these mandates. Many have grown accustomed to the benefits of remote and hybrid work, which have reduced commute times, greater focus, and improved well-being.
Social media campaigns and employee petitions reflect a growing resistance to blanket mandates. The most vocal opposition centres on the loss of autonomy and the perception that return requirements ignore the demonstrated success of alternative work arrangements.
What’s Fueling the Employer Push for RTO?
Why Leaders Want People Back
For many leaders, visibility matters. They associate being physically present with stronger team dynamics, better feedback loops and more effective collaboration. It’s also about ease of team management for tracking progress, mentoring junior staff, and creating a cohesive team environment, which can be difficult when employees are working remotely.
Concerns about culture are also prevalent. Some leaders worry that extended remote work could erode a shared sense of purpose or hinder spontaneous problem-solving moments.
Office Costs and Old Habits
Office space remains a major overhead. Many companies continue to pay for commercial leases, even as desks sit unused. Mandating office returns is sometimes seen as a way to justify those costs.
There’s also a behavioural element. For some leaders, office-based work is simply familiar. A return to traditional norms may feel more productive, even when data supports the performance of hybrid or flexible work models.
Employee Expectations in 2025: More Than Just Flexibility
Autonomy is the New Currency
Employees increasingly value control over how, when and where they work. The demand for flexibility isn’t just about location, it’s about autonomy. In environments where employees have access to support resources such as employee assistance counselling, the broader work experience also improves.
Outcome Over Optics
There’s a growing shift toward evaluating people based on what they produce, not how often they’re seen in the office. Rigid policies focused on the number of days in the office often miss the mark on performance.
This perspective aligns with more modern HR approaches to evaluating work. As businesses move forward, the emphasis is likely to stay on impact and results.
The Hidden Value of Remote Work
Remote work carries measurable benefits: time saved on commuting, increased focus, and improved well-being. For many, these translate into better performance and engagement.
Imposing office mandates without considering these advantages can fuel disengagement and a dissatisfied workforce. Successful work arrangements recognise the importance of balancing organisational goals with employee needs.
When Mandates Go Wrong: Understanding the Risks
Mandates that lack clarity, empathy or purpose can lead to serious consequences. Talent may leave, productivity may dip, and employer reputations may suffer.
Many high-profile cases have already shown policy reversals after pushback. Mandates that don’t align with culture or role suitability risk doing more harm than good.
Behaviours like quiet quitting or increased absenteeism often emerge when employees feel their preferences aren’t considered. And once internal trust is broken, regaining it is challenging.
A Better Way Forward: Designing Smart RTO Strategies
Building Policies with Purpose, Not Pressure
As we have seen time and time again, there’s no one-size-fits-all. RTO policies should reflect the nature of the work, cultural values, and team dynamics. Issues like role suitability and team collaboration should inform decisions, not tradition or pressure alone. If tensions arise, professionals with experience in workplace relations can support productive outcomes.
Co-Creating the Future of Work
The most effective strategies are shaped with employees, not for them. Initiatives like team-defined anchor days or shared scheduling agreements enable structure without rigidity. These collaborative efforts give people a voice in shaping their working environment.
Communicate with Clarity and Care
Clear communication is key as employees need to understand the rationale behind RTO decisions. When messaging is transparent and empathetic, it reduces resistance and builds trust.
Further, consistency and fairness in applying the policy matter just as much as the policy itself. Proactively addressing questions and involving teams in feedback loops can also make a significant difference.
How E.L Blue Supports Your Return-to-Office Strategy
Organisations revisiting their RTO approach often need support in workforce strategy and planning. Engaging a skilled workforce planning consultant, such as E.L Blue, can help align return expectations with broader workforce goals.
With over 20 years of experience in HR outsourcing and workplace policy, we provide expert guidance across change management, consultation, and policy alignment. This is particularly valuable for businesses navigating complex working environments. We also offer support in key areas such as employee wellbeing and workplace culture.
Conclusion: Making the Right Moves on RTO
Return-to-office mandates aren’t a one-size-fits-all solution. When implemented with care and supported by a clear strategy, they can reignite collaboration and enhance alignment. The most effective models strike a balance between structure and flexibility, prioritising employee experience alongside business needs.
As organisations shape their next chapter, success will come from understanding both what employees value and what the business requires. For tailored, strategic support, partnering with a highly trusted outsourced HR company such as E.L Blue could be the key to supporting that journey.