A Decision Framework for Return-to-Office Policy Development

Something's shifted in the return-to-office (RTO) discussion in 2026. In 2025, employers were still navigating office policies in a post-covid world, often referring to out of date remote work policies, designed before covid and never updated once staying home stopped becoming a public health hazard. They faced competing demands from employees, customers, economic pressures alike and were grappling with the hard question of how to remain competitive, balance operational efficiency, and increasing employee engagement and satisfaction all at the same time.

In 2026, the conversation has been amplified by recent announcements of some of Boston’s largest employers requiring employees to return to work five days a week, and city leaders encouraging that push, citing the need to revitalize downtown and get back to how we operated in the “before times.” Employees are facing a tight job market, with less wiggle room to leave a job when policies aren’t working for them or their families. At the same time, we are seeing the enabling conditions for in person work such as affordable childcare and transportation become an increasing challenge - leaving caregivers in an impossible position.

Employers are rushing through a critical step in their RTO policy development: Considering their organization's current state, goals, and values. Drawing inspiration from our LinkedIn RTO Series, this article provides a decision framework for employers to ensure they are taking a strategic approach to RTO. It outlines how companies can maintain their competitive edge for attracting strong talent and reduce the risk of disruptions and turnover. 

We've also updated this blog post with an expanded section (Step 1A) to support this step. We have also included a scorecard at the end that evaluates the RTO policy against some of the most common problems raised in connection with RTO announcements, and assesses how well the policy addresses them.

RTO decision framework for employers 

Listen to Your Mothers has identified a six-step framework employers should follow when designing and implementing an RTO policy.

Step 1 - Consider your organization's current state, goals, and values

As with any big policy shift, you should take stock of the current state of your organization, and ground yourself in what you are trying to accomplish before diving into implementation. 

>> Check out some of the pros and cons of returning to the office before getting started with the guiding questions below.

Guiding questions

• What are your goals for bringing employees back to the office?
• What are your guiding principles and company values, and how will you embed these values into your RTO approach?
• What do you want to avoid with your RTO approach?
• What are the financial and tax implications of returning to the office? 

Step 1A - Diagnose the Problem

Before setting goals, it is critical to understand the problem you are trying to solve. All too often we see a jump right to a goal:

• Bring our workforce back to the office as much as possible
• Give employees as much flexibility as possible
• Maintain a remote work option, but make it equal and structured

On the surface, this makes sense - if you’re designing a return to office policy, why wouldn’t you start with a goal of how you want employees to return to work? But let’s look at the common problems we see often employers reference when citing the reasons for a new RTO policy:

• Underperforming employees
• Lack of community or sense of belonging
• Underutilized office space
• Not knowing where people are or when they are working
• Clients being unsatisfied with the level of facetime they’re getting
• A need to downsize the workforce
• Lack of mentorship opportunities for early career staff
• Siloing and lack of collaboration
• A need for downtown revitalization

>> Listen to this recent debate on RTO Policies, and whether we should go back to the way things were, or whether it’s time to rethink how and where we work for good.

See the disconnect? If we break down each of these problems listed above to understand what is happening, how many of them would lead to a solution about a return to office policy? Maybe some … but not all. We’re rushing to RTO mandates in attempts to solve a problem quickly and simply, and by doing so, we will create even more problems to solve for ourselves in the end. Let’s look at some of the problems cited above, and dig in to understand what else might be going on, and the extent to which a RTO policy will help solve the problem.

Common workplace challenges and the impact of RTO policies

Step 2 - Consider the context in which you do business

An RTO policy can have huge implications on both your existing labor force, and the potential talent you are hoping to attract. It can also impact company productivity (sometimes for the better, sometimes for the worst).

Guiding questions:

• What does the return to office approach look like within your industry, and particularly among your competitors?
• How can your return to office approach set you apart and make you more attractive to top talent?
  **Pro Tip: Don’t assume you have to follow suit. In fact, doing the opposite can give you a huge competitive advantage.
• What do your Board, Funders, and Executives believe about remote work, in-person work, and a hybrid approach?

>> Check out these fast facts about remote work and the resources below to help you better understand the unique context of your business:

• Best Places for Working Parents' National Trends Report
• Remote Work Statistics and Trends for 2025
• 50 Eye-Opening Remote Work Statistics for 2024
• The rise in remote work since the pandemic and its impact on productivity
• Gallup’s Hybrid Work Report

Step 3 - Understand your employees

The best way to avoid unintentionally losing your employees during an RTO mandate is to ask them what they need, listen to their responses, and do as much as you can to carefully incorporate their feedback into the policy.

Guiding questions

• Did your company implement a remote work policy in 2020? If so, do you have pre- and post- satisfaction and engagement data?
• Survey your current employees – do they prefer on-site, hybrid, or remote work? Why?
• What do your employees need to balance productivity and a sense of belonging and life-outside-of-work?  
• What are your employees' top concerns about returning to the office? Here are some examples from recent research: commuting time, commuting expenses, additional childcare, stress and burnout, exposure to microaggressions
• Who has the potential to be most/least impacted by this policy? What impact will that have on your company?

>> Take a look at some relevant findings on remote work and employee satisfaction

Step 4 - Design your policy

We see companies time and time again skipping right to this step and, while this may be a tempting way to save time and resources up front, it frequently comes back to hurt them down the line. That being said, once you have thoroughly explored steps 1-3, it’s time for step 4.

Guiding questions

• What are the purposes of the policy?
• How do you define related terms:“work from home”, “remote work”, “hybrid work”?
• What is the policy?
• How often are employees expected to be in the office / onsite?
• Is this true for all employees? If not, why not?
  **Pro Tip: Research by Gallup shows that there is a magical number of days on site that does not negatively impact engagement – that is 3 (or fewer) days per week, on site.
• How will you hold folks accountable to these expectations?
• What communication norms will your policy include?

>> Check out our RTO Policy Checklist to support you in your design process. Need additional support or capacity? We’re here to help!

Step 5 - Communicate and implement

Once your policy is developed, share with staff, train managers and update corresponding practices. Here are some tips we recommend keeping in mind as you go about implementation.

• Ease into the transition: Gradually increase on-site days to help employees adjust without disrupting their life balance.
  Offer flexibility: Provide flexible working hours and consider options like part-time roles or job sharing.
• Support family schedules: Ensure that work schedules accommodate family commitments, like school drop-offs or pickups; If you're planning to do more team gatherings now that you're all in the office, try doing something family-friendly like hosting during work hours.
• Regularly assess and adjust policies: Understand what works for your employees and what doesn’t through anonymous surveys/feedback sessions.
• Transparent communication: Provide employees and managers with clear, consistent, structured updates throughout the transition.
• Use time effectively: Be intentional about how employees spend time while they’re in the office, focusing more on cross-functional work, collaboration, and strategic planning than regularly-occurring or virtual meetings.

And if you’re looking to go above and beyond to support parents through an RTO transition, here are a few more ideas to consider:

• Enhancing parental benefits: Extend child care assistance and provide well-structured parental leaves
• Prioritizing mental health: Offer resources for stress management and work-life balance
• Implementing support systems: Establish employee resource groups and mentoring programs designed for working parents

>>For a list of tools to support you with some of these ideas, check out our Employer Resources page.

Step 6 - Evaluate and refine

You should seek input and incorporate feedback throughout your development and implementation process. Once you’ve been using the policy for 6-12 months, consider doing a more formal evaluation to determine whether the policy is effectively serving its intended purpose(s), and identify any areas where it may need to be adjusted ⸺ and also the wins that should be celebrated!

Case studies: RTO framework in action

The following two examples (New York Peace Institute and the City of Boston) highlight organizations who used a framework similar to the one we outlined above to develop comprehensive policies.  

New York Peace Institute

Organizational context

This organization focuses on facilitating conflict resolution and mediation, both a blend of in-person interactions and remote accessibility. Their hybrid work policy highlights a commitment to clear, compassionate communication and a flexible, employee-centric approach.

Goals and values

• Build an inclusive, equitable work culture where team members feel a sense of belonging and community.
• Define expectations and communication norms for a sustainable hybrid work model.
• Support managers and employees in effective hybrid work practices.
• Policy values flexible, hybrid work, recognizing some direct service is best done in person.
• Managers must uphold empathy, transparency, and consistency in applying this policy, fostering an inclusive and supportive environment.

Key policy components and expectations

• Weekly Hours: All salaried employees continue to work a 35 hour week, with a consistent schedule.
• In-Person Work: Minimum one day per week, with team meetings in person monthly
• Communication: Regular updates with managers and adherence to work expectations; hybrid work is a benefit, not a right, and may be adjusted based on performance.

• Gradual return-to-office model: Staff initially returned once every two weeks, then transitioned to one day per week.
• Transparent communication: Employees received clear, structured updates throughout the hybrid transition.
• Maintained service excellence: Ensured that both remote and in-person mediation services remained effective.

The City of Boston

Organizational context

With over 20,000 employees and 20 unions, the City of Boston needed a hybrid work policy that was both structured enough to ensure fairness and flexible enough to meet the needs of different departments. Their policy reflects Boston’s commitment to equity, inclusion, and overall efficiency.

Goals and values

• Support the evolving needs of its workforce
• Advance the organization’s effectiveness in serving the public
• Recognize and embrace the dynamic, continually evolving nature of work today and into the future.
• Further the City’s goals of equity, inclusion and diversity

Key policy components and expectations

• Clear eligibility and exception guidelines: Preventing inconsistent decision-making regarding hybrid work approvals.
• Standardized criteria for department heads: Ensures equitable and fair application of hybrid work policies across teams.
• In-person days for collaboration: Encourages team engagement and meaningful interaction rather than rigid attendance requirements.
• Appeals process for hybrid work denials: Provides transparency and fairness in decision-making.
• Technology and performance expectations: Establishes clear guidelines for productivity, accountability, and remote work tools.

Approach to implementation

• As new tools and methods for connectivity become available, the City has committed to continuing to modify its approach to hybrid work to ensure that the policy serves its intended purpose 
  

The key to RTO success

As RTO strategies evolve, the keys to success are strategic planning, transparent communication, and effective implementation. By understanding their current context, and centering the specific needs of their employees, especially parents and caregivers, companies can create a more inclusive and productive workplace. Fostering a flexible workplace not only empowers working mothers and caregivers who disproportionately handle familial responsibilities to show up as their best selves at work, but it also increases productivity, retention and loyalty for all employees.