A smooth return to office begins with clarity around the purpose of time in the office, as well as meaningful leadership presence, says Courtney Elling, future-proofed workplaces for real estate lead at Cisco Systems Inc.
“Employees are most motivated to come in for activities that truly benefit from being in person, such as collaboration, brainstorming and team meetings. Structuring office days around these interactions reinforces the value of being together and shifts the focus from simply showing up to achieving meaningful outcomes.”
Additionally, in-person interaction with leaders is one of the strongest factors driving both employers and employees to spend more time in the office, adds Elling, noting when leaders are visible and engaged, time in the office feels intentional rather than performative.
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“Many organizations are approaching the return to the office primarily as a policy decision, rather than an ongoing conversation with their workforce. With [many] Canadian employers mandating a full or partial return, employee preferences remain split between remote, hybrid and in-office work. That disconnect makes trust and consistent communication essential.”
Return-to-office strategies are most effective when they balance flexibility with clear expectations and transparent communication, she says. When organizations focus on dialogue and outcomes rather than enforcement, office attendance is more likely to be seen as an opportunity to connect rather than an obligation.
Elling also notes a gap has formed between employer expectations and employee experiences around productivity. While many Canadian employers are mandating a return to the office, employees are showing they can be highly effective in hybrid settings by leveraging collaboration tools and flexible work to deliver consistent results.
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“Much of the disconnect comes down to how productivity is measured. Many organizations still view time in the office as the primary indicator of performance, while employees focus on outcomes and the quality of their work. This difference in perspective can lead to misalignment.”
Most organizations are figuring out how to balance return-to-office expectations with hybrid work, and that mix is likely to continue in 2026, says Elling. “We take a hybrid approach to work at Cisco, and we’re seeing other organizations increasingly reserve the office for activities where collaboration and connection matter most, while routine tasks and focused work can be done remotely.”
Success will come from aligning business priorities with how employees actually work, she adds, noting organizations that focus on outcomes rather than hours at a desk and maintain open communication with their teams will be best positioned to retain talent and drive performance.
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