Today I want to share this post written by my husband Ryan –

‘Because I Said So’ Is Not a Return-to-Office Strategy

While I agree with Ryan’s emphasis on output over mere presence, this shift also has deep psychological implications. Studies in organisational psychology suggest that when employees are given autonomy over where and how they work, job satisfaction and intrinsic motivation often increase. A return-to-office policy should be grounded in evidence and employee needs, not only in the personal preferences of managers or real estate investments. Otherwise, we risk undermining trust and engagement—both critical for high performance.

Ryan notes the importance of spontaneous interactions, the “water cooler” moments that promote team cohesion. However, even when we’re physically present in an office, these moments aren’t guaranteed. If teams are separated by floors, locations, or time zones, spontaneous interactions are unlikely. Instead, the key is to build intentional connection points, whether through virtual check-ins or structured project discussions.

Research in social psychology suggests that while informal conversations foster a sense of community, task-focused collaboration happens best when it’s purposeful. This means creating spaces, physical or virtual, where team members can connect meaningfully. In HR, we can support managers in establishing virtual “open-door” times or creating channels dedicated to quick problem-solving, ensuring employees have what they need to work effectively.

As Ryan points out, the metric of “hours in the office” doesn’t correlate with project success. Instead, projects succeed based on defined goals, timelines, and the team’s ability to collaborate effectively, wherever they are. For HR, it’s essential to help leaders pivot to outcome-oriented management. This involves setting clear goals and allowing flexibility, trusting that employees will meet their responsibilities wherever they work.

Ultimately, a return-to-office strategy based on clear purpose and measurable outcomes aligns better with what today’s workforce values—meaningful work and the autonomy to do it well. HR has a role to play here, not just in policy but in shaping an organisational culture that values trust, engagement, and purpose-driven productivity.

What are your thoughts? How has your team adapted to hybrid or remote work? Share your experiences in the comments below.