Over five years since the initial COVID-19 lockdowns sent companies across the U.S. scrambling to implement remote work practices, it appears that the hybrid model is here to stay. Why are employers and employees holding off on fully returning to the office?

Prior to the pandemic, hybrid and remote work models were rare. An entirely in-office role was the standard, and employees generally complied with whatever policy the company had in place.

However, the flexibility introduced during the COVID-19 pandemic showed employees what alternate modes of work—and therefore, work-life balance—could look like. A time of crisis and constraint also became a time of creative potential. For younger members of the workforce, especially anyone who has graduated from college in the past five years, this flexibility may be the only work model they have ever known. A new expectation has been set, and in-office roles are no longer the norm. Naturally, this creates conflict when large companies attempt to return to their pre-pandemic policies. They find the expectations and preferences of their workforces have changed.

In the 2025 Workmonitor report from staffing agency Randstad, a whopping 83% of employees surveyed viewed work-life balance as the top motivator for staying at their job or seeking out a new role. Not only does this represent a clear majority—it is also the first time that work-life balance has beat out compensation as the largest job motivator in the 22 years since Randstad first published this report.

What should employers consider?

To bring employees back into the office without making them feel stymied, companies must carefully consider their RTO policies and rollout. There are a few factors to consider:

  • Flexibility: Remember that RTO doesn’t have to be a monolithic, either-or statement applying to the whole company. This is especially true of large corporations, where different departments and offices may have drastically different workflows and expectations. Employees will appreciate and be more receptive to a policy that feels tailored to their position.
  • Collaboration: Begin by bringing employees whose roles center on face-to-face interaction, collaboration, and development back into the office. Not only does this create a more lively office environment that other employees will want to be a part of, but it sets these roles up for even greater success than they could accomplish remotely.
  • What’s already working: Don’t overstep by forcing an employee who has been happily and effectively remote working over the past several years back into the office if this creates difficulty or conflicts for them. It’s important to remember that remote work is not without its benefits; for example, it allows companies to draw from a wider talent pool not hindered by things like physical location.

When building out RTO policies and more generally addressing employee satisfaction, companies must keep these topics in mind. It’s important to look at a business pragmatically to determine how each department stands to benefit from working in office vs. remotely. Alongside whatever policy results, offering employees the flexibility they need to flourish can help them bring their A-game to the workforce.