As more organizations push for a return to the office, the conversation often centers around how many days employees should be on-site. But according to INSEAD [CLICK TO READ], the real question isn’t how often we’re in the office—it’s what we do when we’re there.
Employee Satisfaction and Challenges
Recent research reveals that employee satisfaction with remote, hybrid, and in-person models is relatively high. Yet, productivity, engagement, and retention remain stubbornly low across all formats. The culprit? A lack of focus on the core practices that make work meaningful and effective.
Five Practices That Matter Most
INSEAD identifies five key drivers of organizational health: collaboration, connectivity, innovation, mentorship, and skill development. These are the reasons leaders often cite for bringing people back—but ironically, they’re often underdeveloped in practice.
Leadership Disconnect
Executives tend to believe their organizations support these practices well. Employees, however, report a very different experience. This gap suggests that mandating office attendance won’t fix deeper issues unless the environment and behaviors are intentionally designed to support these practices.
What Leaders Can Do
To unlock the true value of in-person work, leaders should model the behaviors they want to see, design purposeful workweeks with time for collaboration, focus, and connection, invest in mentorship and skill-building, and communicate the 'why' behind office expectations clearly and consistently.
Conclusion
Being in the office isn’t inherently valuable. What matters is how organizations use that time to foster culture, connection, and growth. By focusing on practices—not just policies—leaders can build healthier, more resilient workplaces that thrive in any model.
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