As companies move away from fully remote models, a growing number are calling employees back to physical offices in what has become widely known as the Return-to-Office (RTO) movement. These policies range from partial in-office days to full-time presence, reshaping not only daily routines but also broader corporate strategies.
This shift represents a turning point in the post-pandemic work environment. With major employers introducing new mandates, the implications span employee experience, workplace culture, and economic ripple effects. While approaches vary, the underlying message is consistent: physical presence is being re-emphasized across multiple industries.
Full-Time Returns at Major Corporations
Amazon initiated one of the most sweeping RTO mandates, requiring all corporate employees to return five days a week starting in January 2025. CEO Andy Jassy justified the decision by pointing to improved collaboration and cultural cohesion. Yet the policy met with internal pushback, including walkouts and logistical challenges in cities like New York and Atlanta due to limited office space. Notably, hybrid arrangements remain in place for some European regions.
AT&T similarly reinstated a full-time in-office schedule in January, ending its hybrid work experiment. Executives argued that most employees were already working on-site during the pandemic and that co-location would improve customer service and productivity. Despite employee concerns about commuting and work-life balance, the company stood by its return to a traditional model.
Relocation, Resistance, and Retrenchment
Walmart took its RTO plan a step further by requiring many corporate employees to relocate to Bentonville, Arkansas, or a handful of other offices. Those who declined were dismissed over several months. This policy was accompanied by the January 2025 opening of a new campus, which leadership said would improve collaboration and drive results.
The Washington Post opted for a phased approach. Managers returned in February, with the entire workforce expected to be back by June. Leaders argued that in-person work would enhance newsroom efficiency and responsiveness. By spacing out the transition, the organization aimed to reduce disruption and ease employees into the change.
JPMorgan Chase mandated full-time office attendance beginning in March, even for those who had previously been working hybrid. CEO Jamie Dimon emphasized the importance of in-person mentorship and development. The announcement caused widespread concern among staff, leading to a surge of negative comments on internal forums before the discussion was closed by management. The bank reinforced its expectations by monitoring attendance and giving employees time to prepare.
From Flexibility to Firm Deadlines
Dell ended its flexible work model by instructing employees living near a Dell office to return five days a week starting March 3. CEO Michael Dell gave just over a month’s notice. While some teams, such as sales, had faced earlier RTO efforts, this broader shift marked a major change. To ease the transition, Dell committed to upgrading office facilities and improving equipment.
WPP, the global advertising giant, implemented a four-day-a-week office mandate in April. Staff retain one flexible day and are required to be present for at least two Fridays each month. Over 2,000 employees petitioned against the change, criticizing the loss of autonomy. Company leaders stood firm, asserting that creative collaboration and growth rely on regular in-person engagement.
New Mandates Beyond the Private Sector
Google maintained its hybrid model but tightened enforcement in early 2025. Teams such as HR and Technical Services were instructed to work in the office at least three days a week. Employees who previously had full-time remote approval were specifically targeted, with relocation support offered. Co-founder Sergey Brin has publicly endorsed this shift as essential for innovation.
Electronic Arts (EA) began phasing out full-time remote roles in May. Most employees must now work in the office at least three days a week, though those living more than 30 miles from an office are temporarily exempt. EA provided a 12-week notice for transitions and acknowledged concerns over long commutes, positioning the move as a re-evaluation of long-term sustainability.
Minnesota’s state government joined the RTO trend in June. Governor Tim Walz’s directive required state employees to be in the office at least half of the time. Unions, including the Minnesota Association of Professional Employees, voiced concern over the lack of consultation and preparation. This conflict illustrated ongoing friction between institutional policies and workforce expectations.
Corporate Adjustments in 2025
Uber revised its RTO policy in June by increasing the in-office requirement from two to three days per week. CEO Dara Khosrowshahi’s casual response—“It is what it is”—sparked additional frustration. The company also changed its sabbatical policy, requiring eight years of service instead of five to qualify for a paid month off. These developments signaled a broader tightening of both attendance and benefits.
Woolworths Australia implemented a phased return for 10,000 corporate staff across ten offices. Beginning with one in-office day per week in June, the requirement will reach three days by October. CEO Amanda Bardwell expressed support for hybrid work but emphasized that increased face-to-face interaction would improve outcomes.
Banking Sector Realignments
Bank of New York Mellon announced a shift from three to four in-office days per week, effective September 2, 2025. Leadership argued that greater time together fosters collaboration and learning, particularly in finance, where institutional knowledge-sharing is critical.
Royal Bank of Canada (RBC) introduced a similar policy, requiring employees not already remote or fully in-office to attend four days per week beginning in September. While the change prompted concerns over commutes and costs, RBC reaffirmed its stance that in-person collaboration supports cultural and operational effectiveness.
Understanding the Motivations
The motivations behind these widespread RTO mandates are varied. Many business leaders cite collaboration, mentorship, and employee engagement as core benefits of physical proximity. According to a 2024 WTW survey, most executives believe face-to-face interaction positively affects teamwork.
Some analysts argue that RTO policies serve a subtler purpose: reducing headcount without formal layoffs. By requiring office attendance, companies may encourage voluntary resignations. Others suggest that underutilized office space and economic pressures from surrounding businesses factor into the push. While some link in-office presence with stronger business outcomes, existing research does not firmly support a five-day schedule as inherently superior. What is clearer, however, is the toll such mandates can take on employee morale and satisfaction.
Trends, Data, and Best Practices
Data from monthly research on Fortune 500 companies shows that 284 (57%) have declared a formal workplace policy. Among them, 84% operate on a hybrid model, 11% are office-first, and only 5% are remote-first. Just 24 companies require five in-office days per week, while 36 impose no required in-office time. The most common setup, seen in 72 firms, involves three office days weekly. Fifteen companies have pledged to remain remote.
Fortune 100 data reinforces this trend. By the end of 2023, 77% were hybrid, with 21% requiring three office days weekly. Only 7% demanded full-time presence. Since 2020, 45% of Fortune 100 companies have reduced their office footprint, reflecting a long-term recalibration of space and flexibility.
Best practices for implementing RTO strategies emphasize flexibility and transparency. Rigid, top-down mandates often generate resistance. Successful rollouts engage employees in decision-making, clearly explain the purpose behind the policy, and make in-office time meaningful—through team-building activities, planning sessions, or social engagement. Offering perks such as shorter commutes, better technology, or relaxed dress codes can further ease the transition. Given that 87% of workers cite excellent technology as essential, companies should also invest in tools that support hybrid scheduling and workplace efficiency.
The ongoing transition back to physical offices signals more than a return to old routines. It reflects an evolving understanding of where, how, and why work takes place. The most effective RTO strategies are not rooted in nostalgia but are forward-facing, prioritizing engagement, flexibility, and strategic alignment. As organizations continue to adapt, a balanced approach that addresses both business goals and employee well-being will be essential to shaping a more resilient and productive future of work.
