Return to Office Plans Need to Center Employee Autonomy

There is a shift occurring in the business world, moving away from prioritizing shareholder interests to considering all stakeholders, including employees. The global pandemic has prompted employees to reevaluate the purpose of work in their lives, seeking recognition as individuals rather than just employees. Organizations are responding by renewing their corporate purpose statements, focusing on human-centric values like employee well-being and inclusion. Research shows that businesses emphasizing these values experience better talent and business outcomes. However, challenges arise with the return to office mandates, potentially conflicting with the autonomy and flexibility employees have come to value. There are three imperatives for leaders navigating this return-to-office revolution: First, enable employee autonomy. Organizations should shape their return-to-office approach to maintain a sense of control and agency for employees. This involves developing policies that provide guidelines, not requirements, balancing structure and freedom to preserve autonomy. Next, facilitate connection for growth. Leaders need to be intentional about helping employees build connections for personal and professional growth. Strategies include co-creating flexible working patterns, offering meaningful benefits, and organizing regular offsites to foster meaningful social connections. Finally, build a culture for inclusion. Diversity, equity, and inclusion (DEI) continue to be crucial, but hybrid work introduces new complexities. Building an inclusive culture requires open communication, equipping managers to set clear norms, and embedding inclusion into employees' everyday work.