The Danger of “Quit and Staying” Due to RTO Mandates
In a rapidly evolving work landscape, the debate around return-to-office (RTO) mandates has intensified. New research from Great Place To Work® sheds light on a critical issue: the risk of “quit and staying,” otherwise known as “quiet quitting,” when employees are forced back to the office. This phenomenon can undermine organizational health, productivity, and overall workplace culture.
Quiet Quitting and RTO Mandates
Quiet quitting refers to employees disengaging from their work while remaining in their positions. They fulfill their basic job requirements but lack the enthusiasm and commitment that drive innovation and success. This trend is particularly concerning in the context of RTO mandates.
According to Great Place To Work’s research, flexibility is a powerful tool for retaining engaged employees. In a survey of 4,400 U.S. employees, those with the option to choose between onsite, remote, or hybrid work were 14 times less likely to quietly quit compared to those without such choices. Additionally, these employees were three times more likely to express a desire to stay with their organization.
The data highlights a clear link between flexible work arrangements and employee engagement. Employees with the freedom to choose their work environment are more likely to report giving extra effort on the job, have a positive relationship with their manager, and work in a psychologically and emotionally healthy environment. Despite these findings, a staggering 70% of U.S. employees report that their employers mandate their work location. This rigidity can lead to higher turnover risks and disengagement, ultimately fostering a culture of quiet quitting.
The psychological and emotional well-being of employees is significantly affected by their work environment. In typical U.S. workplaces, remote employees are 27% more likely to look forward to work and 19% more likely to describe their workplace as psychologically and emotionally healthy compared to their onsite counterparts. High-trust workplaces further amplify these benefits. In such environments, 83% of employees report a healthy work environment, compared to 64% in workplaces without mandates and just 51% in those with strict RTO policies. This data suggests that fostering trust and flexibility can significantly enhance workplace culture and employee satisfaction.
The report shows how the impact of flexible work arrangements varies across industries, each presenting unique challenges and opportunities. In finance, remote employees need support in connecting with their work’s purpose and feeling valued by their managers. Onsite employees, while benefiting from direct manager interactions, face higher burnout risks. In technology, employees working remotely enjoy a better work-life balance but require more communication about their roles and the company’s future. Onsite employees benefit from strong management relationships but need support to avoid burnout. In healthcare, remote workers often feel more understood and valued by their managers, while onsite employees need more recognition and support for their work-life balance. In manufacturing and production, hybrid employees report higher job satisfaction, fun at work, and a sense of having a voice in decisions compared to their onsite peers.
Creating a Great Workplace Without RTO Mandates
The research underscores that flexibility in work arrangements is just one aspect of creating a great workplace. Not every employee desires remote work, and some roles inherently require onsite presence. However, organizations can still cultivate a positive work environment through various strategies. Allowing employees to adjust their work hours can help balance personal and professional commitments. Offering a condensed workweek can enhance productivity and employee satisfaction. Ample paid time off ensures employees can recharge and maintain a healthy work-life balance. Stability in scheduling can reduce stress and improve job satisfaction for hourly employees. Providing part-time roles can attract a diverse workforce and meet varying employee needs.
Creating a flexible and engaging workplace requires more than just remote work options. Companies can explore several strategies to cater to their employees’ needs and enhance overall job satisfaction. Flexible scheduling allows employees to tailor their work hours to better fit their personal lives, promoting a healthier work-life balance. This can be particularly beneficial for parents or those with other significant commitments outside of work.
Another approach is the four-day workweek, which has been shown to increase productivity and improve employee morale. By compressing the workweek into four days, employees can enjoy a longer weekend, leading to reduced burnout and greater overall satisfaction. Generous paid time off (PTO) policies also play a crucial role in maintaining a healthy work environment. When employees have ample time to recharge and address personal matters, they return to work more focused and engaged.
Predictable schedules for hourly workers can alleviate the stress and uncertainty associated with fluctuating work hours. When employees know their schedules in advance, they can plan their lives better, leading to improved mental health and job satisfaction. Furthermore, offering part-time work opportunities can attract a more diverse workforce, including students, retirees, and individuals with caregiving responsibilities.
The danger of “quit and staying” is a pressing issue that organizations must address to maintain a vibrant and productive workforce. Flexibility in work arrangements significantly reduces the risk of quiet quitting and enhances overall employee engagement and well-being. While not all jobs can accommodate remote or hybrid work, creative solutions and a high-trust culture can ensure that all employees feel valued and motivated. As the future of work continues to evolve, prioritizing employee-centric policies will be essential in building a thriving and resilient workplace.
Key Take-Away
RTO mandates risk increasing "quiet quitting," as employees disengage when forced back to the office. Offering flexible work options boosts engagement and satisfaction, helping organizations thrive. Share on XImage credit: Mikhail Nilov/pexels
Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Thought Leaders and Content Creators: Unlocking the Potential of Generative AI for Innovative and Effective Content Creation. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.