If there’s one thing the modern workplace thrives on, it’s acronyms. From EOD and PTO to ROI, shorthand has become the language of business. Few acronyms, however, carry as much strategic weight – or spark as much debate today – as RTO: return to office.
For organizations, a five-day (or majority) in-office model is often viewed as a way to rebuild culture, collaboration, and creativity after the remote years connected to COVID-19. For those who adapted – and many who thrived – in flexible models, however, the shift has sparked resistance, particularly among younger workers and women.
According to Karen MacMillan, Ivey Assistant Professor of Organizational Behaviour, that response is entirely predictable.
“Humans naturally have a loss-aversion bias,” she explained. “We hate giving up something positive – especially when there’s no clear rationale for it.”
While this tendency may help explain employees’ reactions, it doesn’t make the situation any easier to manage. To help organizations navigate this moment, MacMillan offers practical, research-informed guidance for every level of the organization – from senior leaders to frontline workers.
If you’re a senior leader…
As a senior leader, you shape not only RTO policy, but how it is understood, trusted, and experienced. How you frame and support decisions determines how they are received.
· Start with the why: Clearly explain the rationale and evidence behind RTO decisions. Transparency – especially if the policy is still evolving – builds trust.
· Build in some wiggle room: Rigid implementation can undermine buy-in. Phased rollouts, core hours, and allowing flexibility can help managers apply the policy more effectively and with greater buy-in.
If you’re a manager…
As a manager, you sit at the intersection of policy and practice, translating RTO expectations into day-to-day realities for your team. Your discretion, communication, and judgment play a critical role in how workable – and fair – those policies feel.
· Tap into what drives your team: Research shows that autonomy, opportunities for growth, and meaningful work connections can drive motivation. Design RTO to support these drivers:
o Enable deep work: Many employees value remote work for the focus it enables. To bring that advantage into the office, ensure the physical environment includes sufficient quiet, private space for concentrated work, and consider establishing protected periods free from meetings and interruptions.
o Make the office a hub for professional growth and development: Increase access to senior leaders, formalize mentorship opportunities, and create structured forums for shared learning among teams.
o Foster informal connection: In-person, non-task related interactions build culture, trust, and onboarding in ways that remote work can’t replicate. Create regular opportunities for in-person, informal connection - this can be one of the in-person office’s most distinctive advantages.
· Sweat the small stuff: Minimize friction during the RTO transition by doing what you can to maximize ergonomics, lighting, temperature control, technology dependability, and basic amenities.
· Ask, listen, and adjust: Seek employee input on RTO and take it seriously. While not every suggestion can be implemented, targeted adjustments to how work is done (e.g. shorter meetings or better tools) can improve the daily experience.
· Remove the guesswork: Provide clarity and flexibility around caregiving, appointments, and occasional remote days to ease anxiety and rebuild stability and trust.
· Expand your toolkit: RTO demands new capabilities. Consider additional leadership development training to increase your ability to motivate teams through change.
If you’re a frontline worker…
As someone at the frontline, RTO policies shape your daily work, routines, and sense of balance. How you engage, communicate, and provide feedback can influence how these policies evolve.
· Don’t throw the baby out with the bathwater: If losing remote days feels like a setback, that’s understandable. Take time to adjust, then have a constructive conversation with your manager about what’s workable. There may be flexibility within the policy, and such decisions often evolve as leaders see how they play out in practice. Don’t let early frustration overshadow the broader value of your role.
· Don’t shoot the messenger: Your manager may be navigating the policy, too. Separate the person from the decision and focus on constructive dialogue about what’s workable within the boundaries you both face.
Finally, regardless of role, MacMillan encourages everyone across the organization to see the next six to 12 months as a deliberate phase of experimentation and learning. For frontline workers, that means intentionally testing where and how they work best – and reflecting honestly on what drives their performance, energy, and growth.
For leaders, it means closely tracking performance metrics and the less tangible signals of culture, trust, and engagement to build a clear, evolving picture of how teams are truly functioning. But the responsibility can’t end with observation. The real challenge is resisting the pull of what once “worked,” and instead using today’s insights and data to make thoughtful adjustments that align with the needs of tomorrow’s organization.
“Work is always evolving,” said MacMillan. “This is simply the next chapter. If we approach this challenge with curiosity and care, gathering information and communicating openly, we can move beyond reacting to change and instead help to build workplaces that are more intentional, more resilient, and better-equipped for the future.”
Karen MacMillan is an Assistant Professor at Ivey Business School, where she teaches courses in Organizational Behaviour in the School’s HBA and Executive Education programs. One of Ivey’s first Teacher Scholars, she focuses on both research and making learning engaging and effective. A number of her cases have reached best-seller status, used by educators and tens of thousands of students across the globe.
