Five years after the coronavirus pandemic normalized the concept of remote working, academic and union thought leaders agree there’s no evidence supporting return-to-office mandates.

Mark Ma, associate professor of business administration, University of Pittsburgh’s Katz Graduate School of Business

In our research, which examined consequences of return-to-office mandates for S&P 500 firms from 2020 to 2023, we didn’t find evidence that these mandates benefit company performance or shareholder values.

The findings don’t support many managers’ arguments for imposing return-to-office mandates. Instead, we find mandated office presence is associated with lower employee job satisfaction, higher employee turnover and greater difficulty with new employee hiring. The large companies in our sample generally provide the most competitive financial packages for employees and they’re usually the dream employers for most people — but, even in these firms, the mandates caused significant brain drain.

Read: 76% of Canadian employers mandating partial, full return to office: survey

Clearly, workplace flexibility is a priority for many employees. Several studies have shown evidence that flexible workplace policies can benefit companies. We have also talked to many employers that have successfully implemented more flexible workplace policies. For example, instead of mandating the number of days in office, companies may consider requiring certain types of activities (such as group meetings, team building and meeting with customers) to be in person and allow teams and employees to choose to follow certain principles.

We’ve heard several success stories that companies are able to achieve higher operational efficiencies, higher employee satisfaction and a greater amount of savings on real estate costs by offering flexibility. The money saved can be used for investment in other projects that are strategically important. Also, many companies have taken advantage of the opportunity to develop a system that directly tracks employee performance rather than office attendance. This further enhances the organization’s transparency and trust within the firm.

All these examples show well-managed flexible workplace policies can significantly benefit both employers and employees. Managers should adapt to the new era and get ready for the future of work.

Sean O’Reilly, president, the Professional Institute of the Public Service of Canada

It isn’t about counting days in an office — it’s about supporting all Canadian workers to deliver the best results.

The federal government’s one-size-fits-all return-to-office mandates ignore this reality and the overwhelming evidence supporting flexible work arrangements. Data consistently shows that remote work enhances productivity; according to Statistics Canada, federal public service productivity grew by 4.5 per cent between 2019 and 2023, while employees were working remotely. Meanwhile, 91 per cent of our members reported their meetings remain virtual even when they’re mandated to be onsite, creating the absurd scenario of professionals commuting to buildings simply to join video calls they could easily attend from home.

Read: Public employees’ remote work agreement setting stage for future union negotiations: experts

What’s needed instead is a ‘presence with purpose’ approach being in the office when truly needed based on operational requirements and job-specific demands. This framework acknowledges that, while some roles require physical presence, thousands of others can be performed effectively from anywhere.

The benefits extend beyond individual workers. Remote work options save taxpayer money on real estate and overhead costs, help retain talent and create more inclusive workplaces. For women, caregivers, people with disabilities and other equity-deserving groups, remote work removes significant barriers to full participation.

Unfortunately, arbitrary return mandates disproportionately impact these same groups. Our surveys show 50 per cent of racialized employees, LGBTQ2S+ individuals and people with disabilities are likely to consider leaving public service due to rigid in-office requirements.

The pandemic proved that flexible work arrangements can succeed. Rather than clinging to outdated workplace models, employers — the Canadian government leading the way — should embrace evidence-based approaches that enhance productivity while improving workers’ lives. The organizations that thrive will be those that support working arrangements based on results and operational needs, not physical presence for its own sake.

Read: All generations of employees embracing flexible work since start of pandemic: survey