The need to re-establish company culture is driving RTO policies, but can the preservation of culture during RTO enforcements be the very thing that improves retention? This may well be the case. Many businesses have ordered workers to return to the office and work in person in order to promote collaboration and increase productivity. However, workers have been reluctant to comply, with many threatening to quit over these new regulations.
While fear of the unstable job market has kept many from fully committing to walking off the job, there is a distinct possibility that a “mass quitting” event awaits us just past the horizon. Organizations that are certain about transitioning back to in-person work have the tough job of ensuring the shift back to office work is a desirable one for employees.
Prioritizing company culture during RTO shifts can boost engagement and retention despite employee resistance to in-person work. (Image: Pexels)
Promoting Culture During RTO Can Save Organizations from Losing Employees
The reluctance to work in person is prevalent across age groups, particularly when 16% of them have never worked in a traditional work setup. In a survey conducted by the professional job hunting platform Indeed, over one in three of the surveyed participants who were working through remote or hybrid setups stated that they would quit their jobs if their employers mandated that they return to the office.
The Indeed survey also found that a work-life balance was the top career priority for 39% of the respondents. Of course, having a balanced life isn’t the only factor motivating employees to work, but unlike in the past, money or management roles aren’t the primary motivators pushing young workers. For 17% of the respondents aged 18-34, career advancement was the top priority.
The numbers are very telling. Young workers aren’t reluctant to return to the office because they’re lazy or uninterested in employment. Most want to build successful careers, but they aren’t thrilled by the possibility of finding success at the cost of their health and personal lives. The proposition of working in-person and adding additional professional burdens is one that many are against, but there is much evidence to suggest that most can be swayed to make a voluntary comeback.
The Workforce Is Evolving, but This Does Not Have to Spell Bad News for Businesses
Businesses are attempting to recreate a traditional work setup and return to their roots; however, they are now operating with non-traditional employees. From the free use of the Gen Z stare to the young workers’ preferences for casual language and relaxed dress codes, the arrival of the younger generation in the workforce has been stirring up a storm right from the start.
While managers, employers, and HR teams have collectively written them off as lazy and unprofessional, many of these workers are keen to build their careers and grow in their industries of choice. The catch is that they would prefer to do it on their own terms. We’ve seen frequent reports of workers binge-watching shows during work or dealing with their personal tasks during work hours, and this has not been exclusive to Gen Z but is a tendency among the workforce at large.
These habits, while unrelated to work, are a way that young workers are able to control and balance their personal and professional lives. Unsurprisingly, employers who understand this dynamic earn their loyalty immediately.
Retaining Culture amid Layoffs and RTO Can Benefit Everyone
Employees want to enjoy working and making connections at work, but most don’t believe that employers will be able to safeguard their interests when they return to the office. The culture during RTO transitions doesn’t inspire confidence among employees, which is where many businesses stumble. Organizations where culture is driving the RTO policies need to ensure that their culture is appealing enough for the masses to lean towards.
Principles of flexibility are critical at this juncture, but many businesses unveil rigid policies that convince employees that their preferences will not be met. This impaired workplace culture inhibits retention. Harmony amid layoffs and RTO policies can only be brought on by a company culture built on empathy and understanding, even if HR teams now have to stretch their idea of professional boundaries to meet employees halfway.
Not only can a positive culture aid with retention, but it can also improve the quality of the relationship between employers and employees. A desire to protect culture may be driving RTOs, but it is time to reflect on the nature of the culture and whether it has evolved to keep up with employees.
The relevance of culture during RTO transitions is apparent, but is there a way to preserve it through such intense periods of change? Let us know what you think. Subscribe to The HR Digest for more insights on workplace trends, layoffs, and what to expect with the advent of AI.