Archived: How to Overcome Return-to-Office Resistance

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Many organizations that allowed knowledge workers to do their jobs remotely during the pandemic now seem committed to getting them back together in the office, and bosses are trying to get their teams on board. Although the pandemic has been a once-in-a-century disruption to business, navigating this challenge is no different than managing any other kind of organizational change with professional and personal implications. The key is to engage one on one with people to move people them from active resistance to neutral or supportive positions.

Leading teams, Employee retention, Organizational change, Managing people, Motivating people, PersuasionReadArchived

Start by understanding the reasons people don’t want to come back.

February 14, 2022

Illustration by Barbara Gibson

Many organizations that allowed knowledge workers to do their jobs remotely during the pandemic now seem committed to getting them back together in the office, and bosses are trying to get their teams on board.  Although the pandemic has been a once-in-a-century disruption to business, navigating this challenge is no different than managing any other kind of organizational change with professional and personal implications. The key is to engage one on one with people to move people them from active resistance to neutral or supportive positions.

Slowly, and in fits and starts, knowledge workers who did their jobs from home for most of the pandemic are now being asked to return to the office, full or part time. Leaders argue for a resumption of in-person work because it enhances collaboration and innovation. But many employees are balking. They liked the flexibility, autonomy, and feelings of safety that came with working remotely. And they cite many legitimate reasons for not wanting to go back: Covid infection risk, of course, but also long commutes, discretion, work-life balance, and office distractions. Rather than return, some are opting to become part of “The Great Resignation.”

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  • James R. Bailey is professor and Hochberg Fellow of Leadership at George Washington University. The author of five books and more than 50 academic papers, he is a frequent contributor to the Harvard Business Review, The Hill, Fortune, Forbes, and Fast Company and appears on many national television and radio programs.

  • Scheherazade Rehman is professor and Dean’s Professorial Fellow of International Finance. She is director of the European Union Research Center and former Director of World ExecMBA with Cybersecurity, has appeared in front of the U.S. House and Senate, and been a guest numerous times onPBS Newshour, the Colbert Report, BBC World News, CNBC, Voice of America, and C-Span.

New!

HBR Learning

Team Management Course

Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Team Management. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.

Build a better team and achieve more of what matters.