Reimagining the Return to Office: A Human-Centred Approach for Organisations
After years of evolving remote work setups, the call to return to the office is echoing across sectors. But for organisations, the question isn’t just should we return — it’s how to do so without losing what made remote work valuable in the first place.
According to KPMG’s UK Outlook Survey 2023, 63% of businesses anticipate a full return to the office by 2026, while 83% see office attendance influencing future perks like promotions and financial rewards. But it isn’t just about operations — it’s about precision, trust, compliance, and care.
Why Office Presence Still Matters
Where a working environment is built on sensitive client relationships and dynamic policy landscapes, such as immigration advisory or HR services, in-office working can reinforce:
- Team alignment during policy changes, inspections, or audits
- Client confidence, especially where face-to-face engagement builds trust
- Mentoring and quality assurance, particularly for junior staff navigating complex regulatory frameworks
- Secure handling of confidential documentation in a more controlled environment
Remote work has its place — and its power. But returning to the office with intention can sharpen collaboration, reinforce standards, and renew connection.
Balancing Legal Leeway with Leadership Strategy
Yes, employers can request staff to return — especially where employment contracts name the office as the primary place of work. But that’s just the starting line.
Key legal and strategic considerations include:
- Review employment contracts: Hybrid clauses and implied terms from long-standing remote practices may affect your approach.
- Consultation isn’t optional: Where changes to working location involve a shift in terms, consent and documentation are essential.
- Be mindful of equality and inclusion: Health conditions, caring responsibilities, or prior reasonable adjustments must be handled sensitively to avoid discrimination risks.
- Keep a clear audit trail: Document conversations, decisions, and flexible working requests — a safeguard for both employer and employee.
Recent tribunal cases, such as Wilson v FCA, show that firms can reasonably reject full-remote working requests if the decision is considered and fair. But each case turns on its merits. Consistency and empathy matter.
Leading With Empathy and Clarity
A successful return doesn’t begin with a mandate — it begins with a message.
Smart organisations are:
- Explaining the “why” — anchoring the return in business value, client expectations, and operational needs
- Inviting feedback — offering phased returns, hybrid options, or trial periods to ease the transition
- Designating point contacts — ensuring staff queries are heard and addressed in real time
Consider incentives — from exclusive training to development pathways — tied to office engagement. These can align motivation with mission, especially in consultancies where career progression is key
Practicalities and Principles
If returning to the office is your next move, ask:
- Do you have the space and facilities to make it work — not just physically, but culturally?
- How does your return align with your wider commitments — family-friendly policies, sustainability goals, or accessibility promises?
- Is hybrid working a viable compromise that supports both consistency and flexibility?
The office, when used well, becomes more than a workplace. It’s a compliance hub, a collaboration space, a culture-builder.
Returning to the office is a leadership moment. Organisations must navigate it with care, clarity, and strategic foresight. Done right, it enhances operations, strengthens culture, and builds trust — both within your team and with the clients who count on you.
