Return to Office: It’s Not Either/Or—It’s Both/And
The debate around return to office (RTO) vs. remote work has been framed as an either/or choice: Do we bring employees back or embrace flexibility? But what if the answer isn’t one or the other—but both? The most successful companies aren’t choosing between remote or in-office work. They’re doing both at the same time—and
making it work. The key? Culture.
The Problem Isn’t Where People Work—It’s How They Work
If coming into the office means sitting on Zoom or Teams calls all day, why bother with the commute? Employees will naturally prefer to stay home if there’s no energy, collaboration, or culture-building. On the flip side, a vibrant, engaging in-office experience makes the office a place where people want to be—not where they’re forced to be. The real challenge for companies isn’t deciding where people work—it’s creating a culture where people want to show up, whether in-person or virtually.
A Strong Culture Allows for Both Flexibility & In-Office Connection
The truth is, companies can have it all—a flexible work environment and in-office engagement. The secret? Building a culture that makes both work together.
Here’s how forward-thinking companies are making both/and solutions work:
1. The Office Needs to Be a Destination, Not an Obligation
People will come to the office if there’s a reason to be there. The office becomes meaningless if their day is packed with virtual meetings that they could do from home.
How do you fix it? I am glad you asked:
Design in-office time for high-value collaboration, creativity, and connection
Make the office a place for team problem-solving, mentorship, and strategy sessions
Create intentional engagement opportunities—think leadership Q&As, innovation labs, and cross-functional meetups
2. Remote Work Shouldn’t Mean Disconnection
The best cultures make remote employees feel just as connected as in-office employees. If remote work feels isolating or second-tier, engagement suffers. Here are some suggestions:
Invest in virtual collaboration tools that replicate spontaneous office interactions
Set clear expectations for how teams work together across locations
Hold in-person team gatherings to strengthen relationships, even for remote teams
What if Remote is NOT an Option...Make In-Office Work Feel Like a Choice, Not a Chore
If remote work isn’t an option, in-office work must be worthwhile. Employees should feel that coming into the office enhances their work experience, rather than feeling like they’re showing up simply because they have to.
Shift the focus from presence to purpose—design the office experience around collaboration, innovation, and professional growth
Minimize unnecessary meetings—free up time for deep work, team engagement, and problem-solving instead of filling the day with calls
Give employees ownership—create opportunities for input on how in-office work is structured, ensuring they feel empowered, not micromanaged
At the end of the day, people want to be where they feel valued, engaged, and productive. If being in the office fuels those things, they won’t resist it—they’ll embrace it.
3. Go After the Right Talent for Your Work Model
Instead of trying to force one work model on everyone, why not hire people who already want what you offer? Some candidates thrive in-office. Others prefer hybrid. Andsome are most productive fully remote. The best talent strategy? Attracting the right people for your culture and work model. It may take a bit longer for the right candidate, but it is worth it in the end.
Be clear in job postings about work expectations—remote, hybrid, or in-office
Build a recruitment strategy that targets candidates who align with your work philosophy
Give managers flexibility in structuring work arrangements based on team needs
The Bottom Line: Culture Drives Everything
There is no one-size-fits-all solution to RTO. The companies that succeed won’t be the ones that force people back or go fully remote. They’ll be the ones that build a culture where flexibility and in-office work coexist—and where employees feel connected, engaged, and motivated, no matter where they are. They will be the ones who design how work happens in a way that makes people want to be part of it.
ABOUT THE AUTHOR
Jeff Lupinacci spent the last 25 years at some of the world's best-known companies, such as Intel Corporation and Kimberly-Clark. His career spans key executive roles such as Chief Learning Officer, Chief Talent Officer, and Chief Integration Officer. After a successful corporate career, Jeff turned his focus to his true passion—serving the overworked and under-resourced HR profession.
Beyond his corporate success, Jeff is a sought-after speaker and thought leader, with his insights featured in leading publications such as CFO Europe, Nikkei Business Magazine, and Baylor Business Review. In addition to his business leadership, Jeff is an adjunct professor at Baylor University, where he teaches Human Capital Management for the Executive MBA program and leads the HR Strategy and Analytics capstone for undergraduates.
Jeff is the best-selling author of The Talent Advantage: A CEO’s Journey to Discover the Value of Talent. He lives in Dallas, Texas, with his wife and two doodles.