Return-to-Office or Reward Remote Excellence? Why Not Both?
In the voice of Jack Nilles, Contributing Writer
As the world grapples with shifting workplace paradigms, the debate around return-to-office (RTO) mandates has intensified. RTO is a short-sighted decision that could will do plenty of harm without much of a return.
Allow me to explain why compelling remote-enabled employees to return to the office is not only counterproductive but also ignores the transformative benefits of telework—when participants are properly trained and managed.
Teleworkers Can be an Organization’s Greatest Asset
Over the past 20 years, easily a million employees and their managers have been formally trained for successful telework. In organizations where employees are properly selected, trained, managed, motivated, and accountable, remote work leads to measurable workplace improvements. Teleworkers, as I’ve long called remote employees, have consistently proven to be:
- More Productive: From our first efforts in 1973, and repeatedly in subsequent years, we found that telework could increase productivity by 10% to 30%. A two-year Stanford study found that telework increases productivity by 13%, thanks to fewer distractions, reduced commute fatigue, and a more personalized work environment.
- More Loyal: Employees with flexible work arrangements are 54% less likely to quit, according to Gallup research.
- More Reliable: Remote workers take fewer sick days—an average of 1.8 fewer days annually than their in-office counterparts (Owl Labs, 2021).
- More Accountable: Properly managed teleworkers are goal-oriented, as success is often measured by output rather than time spent at a desk. Some of our most impressive performance increases were among federal agencies.
- Happier and Healthier: Employees who telecommute report a 29% increase in overall well-being and a 78% reduction in stress from commuting (State of Remote Work, Buffer 2023).
Hybrid Models and the Myth of Office Collaboration
Advocates for RTO mandates often argue that collaboration suffers without in-person interaction. However, this ignores the fact that hybrid and remote models enable collaboration through intentional, structured digital tools and meetings. For instance, tools like Slack, Zoom, and Microsoft Teams are designed to foster teamwork and can surpass the productivity of spontaneous office interactions.
Moreover, forcing employees into rigid office schedules disrupts the work-life balance they’ve built, leading to disengagement. Employees who feel their employers value flexibility are 2.6 times more likely to report being happy with their jobs (Future Forum, 2023).
The Point Where AI and Real Telework will Merge for Workforce Transformation is Approaching Fast
AI is already radically reinventing the way we work. It’s the high-output knowledge workers who are already 10Xing their productivity with AI. If you require THOSE teleworkers return to the office, you’ll lose them.
The solution is simple: Ask all managers with remote direct reports to show records of work output. If there’s low teleworker performance, the manager should go first. Then evaluate each teleworker based on performance, using the same criteria used for in-office workers.
Shifting the Conversation from “Return to Office” to “Optimizing Work”
Forward-thinking employers should consider shifting the conversation from “return to office” to “optimizing work.” Let’s not ignore the economic implications employers mandating RTO face:
- Higher Overhead: For over two decades, public and private sector employers have been reducing their real estate portfolio, integrating AI-enhanced office sharing models that part-time telewokers love. With real estate portfolios finally equalized, some organizations may not have the space to bring them back.
- Talent Attrition: Over 40% of employees say they’d leave their job if forced back into the office full-time (Owl Labs, 2023). These employees tend to be the most inventive and productive, so losing them has an additional penalty.
- Environmental Impact: Longer commutes contribute to increased carbon emissions, undermining sustainability goals that companies are publicly committed to.
As my colleague LynnAnn Brewer aptly states, many employees reorganized their lives during the pandemic, and forcing another seismic shift creates risks for talent retention and morale. Businesses that show empathy and flexibility—embracing telework as a long-term strategy—stand to attract and retain top talent, build trust, and enhance their employer brand.
With the Advent of AI, Telework as a Workplace Strategy is Far From Disposable—It’s Essential!
The real problem with telework: Where employees are unprepared, unmanaged, unproductive, unmotivated, or unaccountable, the problem isn’t telework—it’s ineffective management. Workplace success has never been about where people work; it’s about how they work and how well they are led.
The proven potential for telework: When implemented strategically, telework is far more than a convenience—it’s a business necessity. It enhances productivity, supports employee well-being, and strengthens organizational resilience. Clinging to outdated work models does nothing to improve performance. Instead, leaders must align with the realities of an AI-driven, results-oriented world.
The data is clear: Teleworkers aren’t just adapting to change—they are leading it. Organizations that recognize this will be the ones that thrive.
Jack Nilles, the Father of Telecommuting, championing the productivity and potential of the teleworker since 1973. He Directed the advanced planning and development of missile guidance systems; several space vehicles; and sophisticated sensor systems, and advised NASA on landing site selection technology for the Apollo moon landing program.
Michael Dziak had a distinguished 27-year career in workplace change as a telework author, trainer and consultant.