Return to Office (RTO) mandates have created a number of debates amongst the global workforces. According to ONS statistics, close to forty percent of the British workforce are in hybrid or fully remote setups.
This is compared to just twelve percent who had work from home (WFH) days prior to Covid. While many employees have embraced these more flexible models, many business leaders remain sceptical about their impact on productivity.
Lord Rose, former M&S and current Asda chairman, argues that working practices in Britain have ‘regressed,’ creating a generation of employees who are ‘not doing proper work.’ Other experts such as Stanford professor Nick Bloom highlight the productivity benefits of remote work, emphasising that RTO won’t be a one size fits all solution and that working from home isn’t going to end for everyone.
However, beyond productivity debates, the mental health risks associated with RTO are not being talked about enough. As an employee wellbeing advisor, I have seen firsthand how these shifts are affecting people. Anxiety, stress and feelings of isolation and exclusion are rising.
If more organisations don’t understand and address the growing challenges, it will not only affect retention but also impact employee mental health far beyond the workplace. RTO isn’t just about where we work, but how we feel, how we connect and how we cope with change.
Anxiety Surrounding RTO
Returning to the office is an extremely worrying experience for many – and is not just an administrative issue. We’re all individuals, with different personalities, varying communication styles and a vast spectrum of needs. It has been almost five years since the Covid lockdown was implemented, completely changing the way we work. And as a result, there are some people who have worked remotely for several years – if not all of their time as an employee.
Even for me, an experienced business director, returning to the office was a daunting experience. I spent over thirty years working in-office. I thought I was good at it, I didn’t give it a second thought, until I went back and realised how out of touch I felt. It made me feel like I had less value. Everyone else seemed to fit so well. I felt like a jigsaw piece that just didn’t fit the puzzle anymore, whereas previously, I felt completely part of it. If that’s how I felt as an employee wellbeing advisor, imagine the different experiences of anxiety and isolation being felt by many across the country in similar situations.
Generational Differences in Coping
While it’s vital to focus on the mental health issues faced by all generations, there does not seem to be enough recognition of the changes older generations are facing with RTO and its impact on their mental wellbeing. In the time many of us have remained remote, younger colleagues, some of whom were entry-level or even school age in 2020, have now stepped into leadership roles. These changing roles and dynamics can be daunting for those who have been remote, and trying to resocialise can often be difficult and anxiety-laden.
Although, generally speaking, younger employees, as digital natives, are more familiar with evolving workplace technology and have adapted naturally to hybrid working, older workers bring invaluable experience and insight. There are regular discussions about the difficulties younger people face, including rising costs and increased dependence on parents, however the impact on older workers is often taken for granted. Their transition back to the office deserves just as much focus to ensure everyone feels valued, included, and supported.
Strain of Balancing Family Life and Maintaining Flexibility
Perhaps the most prominent issue of RTO is the increased strain on family life and our loss of flexibility. The potential mental health impact is enormous.
Flexible working has become the norm, and for many employees, it is not just a benefit but a necessity. While childcare, a much-discussed issue, already highlights the need for flexibility by many employees, a sometimes more complex example is sandwich carers. Sandwich carers are individuals who are responsible for the wellbeing of children, as well as older, disabled, or unwell relatives. These employees already juggle immense responsibilities within their personal lives, and enforcing stricter hours or adding a lengthy commute will make balancing work and home life impossible for many of them.
Furthermore, even for those without caregiving responsibilities, disrupting routines will create challenges. Over the last few years, people have built their lives around remote work, whether that meant fitting in a workout, participating in volunteering or just generally having more control over their time. Now, with the expectation to return to the workplace, those routines will be harder (if not impossible) to maintain, and many people rely on these activities to boost their mental wellbeing.
The return to the office and reduced freedom will have financial, emotional, and even physical consequences. Commuting costs will rise, stress levels will increase, and overall wellbeing will take a hit. If organisations don’t handle this transition properly, the impact won’t just be on individual employees, it will ripple through businesses and society. Many employers recognise that flexibility is now an expectation, not a privilege. Taking it away without careful consideration on how it may impact employees will create widespread issues for employees – as well as the organisation.
Importance of Community (and the Risk of Exclusion)
When it comes to line managers, the first thing they must prioritise in workplace transition is fostering a sense of inclusion. This is more vital than ever with RTO mandates. If we neglect those who aren’t physically present, it could lead to significant problems down the line. This is where the concept of community becomes so vital. Lack of belonging and exclusion, regardless of a work setup, can not only affect morale, but also productivity, engagement and overall happiness. If employers do not address these problems, the consequences could be much worse than anticipated and affect retention rates.
For example, our new office space is incredibly social. The other day, I found myself adjusting to an environment I did not recognise from pre-Covid. There were young people working in various spaces, some in the cafe area, others at different desks. As someone from a different generation, the idea of adapting to this environment was overwhelming at times. With such an open setup and employees drifting in and out, it’s a new experience for many of us. This shift highlights the importance of inclusivity, especially across generational lines. Leaders must consider how these changes impact everyone and work together to create an environment where all employees feel a sense of belonging.
Changing Communication Styles
In today’s workplace climate, communication methods are vital, and we must recognise how our actions can affect others, even if well-intentioned.
For example, if team collaboration outside of work consists of going to a bar for drinks and celebration, this may create feelings of exclusion from many – people who live far away, those with caring responsibilities or those with religious beliefs that do not tolerate alcohol. While not intended to be exclusive to a few team members, it can still communicate negative messages. It is essential for leaders to be proactive – they need to ask the right questions and be aware of different needs, to make sure no one is left feeling left out because of beliefs, logistics, family needs or geography.
On top of this, organisations can do more to encourage inclusive and open conversations. For example, ‘Lunch and Learns’ can be an excellent opportunity for teams to discuss important topics, perhaps how to have caring conversations or how to engage in constructive dialogue without escalating conflict.
Sessions like these can really help employees feel more comfortable expressing their concerns in a healthy way. Conflict, as we know, is detrimental to a team and an organisation. The key is creating an environment where all employees can openly express their concerns and feel heard, before small issues become larger problems that impact team cohesion.
The Way Forward
Organisations must get it right when handling RTO mandates. The office we knew pre-Covid has undergone immense transformation. For many employees this is all they know, but it is essential HR and managers ensure a dynamic is created that ensures everyone feels a sense of community, belonging and flexibility, no matter their location or age. Inclusivity is key to maintaining employee mental health.
Karl Bennett
Karl is the Wellbeing Director for Employee Benefits provider Vivup. Karl is well-known and highly respected as an expert within the Employee Assistance sector. Advising on mental health and wellbeing strategies within the public, private and charity sectors, including the BBC and Great Ormond Street Hospital. His experience as a leader at Care First for nearly two decades has seen him innovate delivery methods and technology within the sector; many of which are now seen as standard practices within the industry.