Return to office mandates may have been used to quietly layoff employees

A new study from HR software company BambooHR suggests some managers may have hoped so-called return-to-office (RTO) mandates would trigger a wave of voluntary resignations, effectively acting as covert layoffs. The research, which examined the impact of RTO policies on work culture, found that a quarter of executives and a fifth of HR professionals surveyed secretly hoped RTO would lead to employees quitting. This aligns with concerns that some companies might be using RTO as a way to avoid formal layoffs.

However, the study claims the strategy backfired, with not enough employees leaving. As a result, over a third of leaders admitted their organisations resorted to actual layoffs after the RTO mandates failed to achieve the desired outcome.

“The study highlights a concerning trend of potential manipulation within return-to-office policies,” said Anita Grantham, Head of HR at BambooHR. “While RTO itself can be a reasonable approach, it should be implemented with employee well-being and individual needs in mind.”

Beyond covert layoffs, the study also found the return-to-office shift has contributed to a “performative, suspicious, and divisive” office culture. Both remote and in-person employees reported feeling pressure to constantly demonstrate productivity, with some resorting to visible socialising or unnecessary movement in the office to be noticed by superiors.

Ironically, this focus on visibility may be counterproductive. The study revealed that 42% percent of employees admitted to coming into the office solely to be seen by managers, and physical presence wasn’t necessarily linked to higher work output.

The “green status effect” – the tendency to remain constantly online and hyper-available – was another concerning finding. This behaviour, often observed in remote workers, reflects a desire to be perceived as working, potentially impacting overall well-being and potentially leading to burnout.

Grantham emphasized the importance of open communication and flexibility when considering work models. “The conversation around work styles goes beyond just RTO,” she said. “Organizations should prioritize fostering a supportive environment that values employee well-being and actual productivity over performative displays of work.”