Featuring insights from Michael Wagner, Director, Master of Science in Human Resources Program, University of Cincinnati, Linder College of Business.
As return-to-office (RTO) mandates continue to spark headlines and headaches, HR leaders face a balancing act that’s far more nuanced than “in-office vs. remote.” For companies navigating this evolving landscape, the most effective RTO strategies aren’t rooted in control. They’re rooted in culture, equity and intentional leadership.
We sat down with Michael Wagner, director of the Master of Science in Human Resources program at the University of Cincinnati’s College of Business, to explore how organizations can rethink their RTO approach without losing sight of what matters most: people.
Mandates Aren’t Just About Control — They’re Often About Equity
“Mandates are generally unpopular,” Wagner admits. “Most leaders avoid them unless something goes wrong.” However, when remote work is left unchecked, it can unintentionally create a tiered workplace — one where salaried, white-collar employees enjoy flexibility while hourly frontline workers are required to report in person.
“The reality is, without a policy, you can end up with social stratification,” says Wagner. “The people already earning more get the added benefit of flexibility. And for those who don’t, it’s a visible reminder of where they stand.”
To correct that imbalance, some companies are bringing everyone back, not as a punishment, but as a way to reinforce unity and fairness. The key? Executive modeling. Leaders need to walk the talk. “If your senior leadership isn’t present, it undermines the entire effort,” Wagner notes.
The Hidden Cost of Remote Work: Lost Culture and Connection
For early-career employees and interns, remote work can be a growth killer. “I work with students doing multiple internships, and they consistently say they learn more when people are physically present,” says Wagner. Mentorship, informal learning and company culture are harder to transmit through a screen.
If your talent strategy relies on growing people from within, Wagner warns that a fully remote setup may not be sustainable. “Without in-person modeling and socialization, you risk disengagement and a loss of organizational cohesion.”
Yes, Trust Matters, But So Does Accountability
Remote work thrives on mutual trust. But Wagner notes that some leaders still struggle with accountability in hybrid or remote settings. “I’ve heard business leaders say, ‘I don’t even know where this person is for three days.’ That’s a red flag.”
The solution isn’t surveillance — it’s communication and clarity. “If you’re not going to have an RTO mandate, you need to become much better at measuring results, not just time,” Wagner says. Flexibility without accountability creates just as many problems as rigidity.
Serendipitous Collaboration Can’t Be Scheduled
One of the strongest business cases for in-office time is the kind of collaboration that can’t be replicated on Zoom. “When people are in the same space, spontaneous ideas happen. I get some of my best ideas just from hallway conversations,” Wagner shares.
He’s not alone. Leaders like Disney’s Bob Iger and Amazon’s Andy Jassy have made similar cases for RTO, not because work can’t happen remotely but because collaboration and creativity often flourish in person.
Flexibility Still Matters, Especially if You Want to Keep Talent
Despite the benefits of in-person work, Wagner acknowledges a harsh truth: “If you force people back without flexibility, you will lose some strong talent.”
So, how can companies offset that risk?
Start by offering benefits that support work-life balance and stress reduction, even when remote work is reduced:
Child Care and Caregiver Support
Going back to the office often means more hours (and higher costs) for child care or elder care. A Dependent Care FSA lets employees set aside pre-tax dollars for expenses like daycare, preschool or summer camp — helping them save on essentials. For even more flexibility, companies can offer stipends to cover other family expenses, such as tutoring, that FSAs don’t cover. It’s a simple way to support working parents and caregivers.
Concierge Services
Help employees manage personal errands and responsibilities they no longer have time to tackle. By taking care of time-consuming tasks such as scheduling appointments, picking up dry cleaning, or researching travel plans, concierge services free up employees to focus on their work and reduce after-hours stress. Fifth Third Bank successfully leveraged concierge services as a key component of its RTO strategy, utilizing them to support work-life balance, ease the transition back to in-person work and boost employee satisfaction.
Commuter Benefits
Alleviate both the financial strain and time-related stress of returning to the workplace. These may include subsidized transit passes, parking reimbursements, flexible scheduling to avoid peak traffic hours or even ride-share partnerships — all aimed at making the commute more manageable and equitable for employees navigating the shift back to in-person work.
Enhance Office Amenities
Elevate employees’ on-site work experience. At companies like Jackson Healthcare, Intuit and Sheetz, employees can take advantage of on-site wellness centers offering fitness classes, nutrition guidance and counseling services. Wellstar Health System has taken it a step further with 16 dedicated relaxation rooms, complete with massage chairs, healthy snacks and calming music to help employees recharge.
The Bottom Line: Be Transparent. Be Intentional. Be Human.
There’s no one-size-fits-all solution to RTO. But one thing is clear: silence breeds resentment. “If you don’t explain why you’re asking employees to return, they’ll assume the worst,” Wagner says.
Whether your organization goes hybrid, in-office or stays fully remote, your policy should reflect your people strategy, not just your space strategy. Be transparent about your reasoning. Reinforce your values through action. And most importantly, recognize that every RTO decision is ultimately a people decision.