Reducing the disruption

An RTO policy rollout requires employers, particularly HR teams, to facilitate understanding from both sides. For instance, as a clinical psychologist, I hear from everyone's point of view and regularly see how each person can have an entirely different experience from others in the same situation or environment. To make progress, we find common ground, shifting to little each way to orient ourselves and better understand one another.

Leaders should apply the same approach to their employees. They must understand that each generation brings different life experiences to the table. The best way to move forward with any policy change is to validate those experiences, set expectations, articulate the purpose of the policy, and then stick to it. From there, it's the employee's choice whether or not to accept it.

Validate experiences and objections: Returning to the office can be a culture shock for many employees, particularly those who highly prefer working from home or who have only ever worked remotely. Some might object to the physical space; others might ask about compensation for commuting. Some might cite health reasons, physical or mental, for not wanting to be in an office; others might claim their productivity will decrease because of distractions. HR teams and leaders should prepare for pushback by mapping out potential objections and setting aside time for discussion so employees can ask questions and feel heard.

Articulate the "why": Whenever an employer makes a significant shift like introducing an RTO policy, they should clearly explain why they're doing so. The "why" isn't because it's good for culture—that won't suffice. Leaders need to transparently communicate the business case behind the policy and explain the benefits to the individual and the business. For example, if the RTO policy aims to improve culture, explain that a healthy culture retains employees, which is financially and operationally beneficial to the workforce and the business and helps avoid layoffs further down the road. Whichever aspects helped inform and guide the decision-making process, even if they may be difficult to hear, (reasonably) share those insights so employees can buy into the policy and reinvest their energy into the organization.

Set expectations: While listening to employees' objections is important, it's equally critical to hold firm on the organization's expectations around the RTO policy. This part can quickly go sideways with the wrong communication strategy. For instance, if employers survey employees about transitioning back to the office but don't articulate that their input may or may not be reflected in the policy, it can backfire and create distrust of the employer. PwC data shows '86% of executives think employee trust is high, compared to 67% of employees who highly trust their employer.' Distrust can lead to turnover or, worse, "resenteeism" (a combination of resentment and absenteeism), a growing trend among Gen Zers. To avoid this, be clear about who and what informed the RTO policy, set expectations on compliance, and, again, hold firm.

The added benefit of following these steps when rolling out a potentially disruptive policy is keeping employee stress under control. Digital-native generations are already highly stressed, but the more they feel read-in on policies that drive the organization's mission and vision, the easier change is to digest. When people feel informed and trust their leaders, the organization can avoid cultural corrosion and increase engagement and satisfaction.

Dr. Sarah Adler is an accomplished clinical and business leader with an informed vision for remaking mental and behavioral health care in the U.S. She currently serves as founder & CEO at Wave, a mental healthcare company serving digital natives through employers and health plans. Sarah is also a Clinical Associate Professor of Psychiatry at Stanford University School of Medicine.

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Rolling out an RTO policy? How to avoid cultural corrosion

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