Lead With Confidence: 10 Essential Moves for a Productive Return to Office.

Making the Return to In-Person work Smoother and More Productive

By Mike Vajda, Michael Rogers, and Sharon Ginley

As federal employees transition back to the physical workplace, organizations and supervisors play a crucial role in ensuring the process is seamless, engaging, and productive. A well-planned approach can ease concerns, enhance collaboration, and sustain the positive aspects of remote work. It cannot be overlooked that today’s workforce is often blended, including a mix of permanent federal employees, temporary and seasonal workers, and contractors. In addition to augmenting the current staff, contractors may be filling short-term project-based needs or filling identified skill gaps. Many contract employees will be working offsite and need to be considered in the planning process. Regardless of the type of employment, returning to in-person work will be a significant change for many. Below are some recommendations for organizations looking to make the return to in-person work a more positive experience for all employees.

1. Assess Employee Sentiment

To the extent practical, organizations should assess employee perspectives. Many employees have made significant personal changes based on their ability to work remotely. As a result, they may face new challenges such as a significant commute or the need to adjust child or elder care arrangements.  Still, research shows that while many employees resist full-time office work, others value in-person collaboration. Conducting confidential surveys allows employees to share experiences with remote work, their preferences for returning, and health and safety requirements. By gathering this data, leaders can tailor return to in-person strategies to align with workforce expectations.

2. Continue Leveraging Technology

The shift to remote work has driven organizations to adopt digital tools like Zoom, Skype, Microsoft Teams, and project management and tracking software. These tools have streamlined communication and workflow efficiency. Maintaining these tools in a hybrid or in-office setting ensures continuity and adaptability. Investments in technology also improve talent attraction and retention, as employees value organizations that prioritize digital literacy, innovation, and ongoing learning.

3. Prepare for Changes and Re-Integration

Returning employees may need time to adjust to workplace changes. It has been several years since some employees have been physically present in the office. Things may have changed including available office space, health protocols, new teammates, revised meeting formats, and different work dynamics. Transparent communication about these changes helps build trust and alignment. Furthermore, supporting employees in rebuilding personal connections and team collaboration is critical to fostering a positive work environment.

4. Prioritize Employee Well-Being

A successful return to in-person work plan should prioritize employee morale. Providing flexible work options, mental health support, and team-building activities can ease the transition. Communication strategies should ensure that hybrid and in-office teams remain aligned while fostering collaboration and inclusivity. Organizations should also be mindful of employees hired remotely who may be returning to a federal worksite but will still be remote from their team and organization. Further, some employees such as contractors may be exempted from return instructions, creating a need to deliberately maintain their engagement during this onsite focused time.

5. Rethink Office Design and Function

Workplaces must evolve to meet employees’ expectations and workstyles. Offices should facilitate collaboration and productivity, rather than being seen as places for routine, solitary tasks that could be done remotely. Strategies like hot desking, reservable seating, and designated quiet areas cater to varying working preferences. Additionally, meeting spaces should be optimized for hybrid collaboration, ensuring virtual and in-person participants are equally engaged.

6. Foster Transparency and Open Dialogue

Employees appreciate transparency in decision-making. Clearly communicating return to in-person expectations, rationale, and flexibility options fosters trust and engagement. Seeking, and genuinely considering, employee feedback, throughout the process, ensures leaders remain attuned to workforce needs and concerns. Also be sure to provide rationale for any team members who will continue to work remotely like contractors who provide intermittent consulting or short-term project support. 

7. Trust and Empower Employees

Micromanagement can erode morale and productivity. Organizations should trust employees who have demonstrated strong performance in both on-site and remote settings. Providing autonomy and flexibility in how work gets done enhances engagement and job satisfaction while maintaining productivity.

8. Respect the Value Proposition

Different job roles, generational expectations, and personal circumstances shape employee experiences. A successful strategy must account for these variations to ensure the employment value proposition is not forfeited during this change. Younger employees may prioritize learning and social interactions, while others may require more focus-oriented environments. Engaging employees at all levels ensures that policies reflect a broad spectrum of needs and perspectives.

9. Recognize the Workplace as an Ecosystem

The modern office is no longer just a physical location; it is part of a broader work ecosystem that includes remote work, co-working spaces, and digital collaboration. High-performing workplaces integrate office amenities with local services and hybrid work capabilities to create a compelling, flexible, and inclusive work environment.

10. Embed Well-Being into Workplace Culture

Employee wellness should be a strategic priority rather than an afterthought. Ensure employees know about the benefits available to them including employee assistance programs for health and well-being, FSA dependent care accounts, transit benefits, access to physical fitness facilities and restaurants and break rooms. Highlighting options that support wellbeing can enhance individual and organizational productivity. 

Conclusion

Returning to the office is more than just a logistical change-it’s an opportunity to create a better, more dynamic workplace. By focusing on employee sentiment, leveraging technology, prioritizing well-being, and fostering a culture of trust and transparency, organizations can make the transition smoother, more engaging, and ultimately more productive for everyone involved.