Despite repeated failures, return-to-office efforts persist. Are these mandates the true definition of insanity?

Recent return-to-office (RTO) initiatives have been met with considerable resistance and non-compliance.
Despite the repeated failure of RTO efforts, leaders continue to launch RTO cycles, seemingly expecting different outcomes. This persistence in repeating the same RTO strategy while hoping for different outcomes calls to mind the age-old definition of insanity. The Canadian federal government’s slow-moving RTO efforts are running into the same resistance and non-compliance that we’ve seen in the private sector, and smart government leaders should learn from these failures to avoid RTO insanity.
The concept of a “failed” RTO is often marked by repeated attempts to bring employees back to the office after initial efforts have faltered. According to the recent survey of Working Arrangements and Attitudes (SWAA) run by academics at Stanford University, the Hoover Institution, and the University of Chicago, RTO reruns are astonishingly frequent, with six per cent of employees having experienced five or more attempts at returning to the office. The psychological impact of enduring multiple RTO initiatives is significant, leading to confusion, frustration, and ultimately, non-compliance.
One of the most telling indicators of RTO failure is the level of non-compliance among employees. The data from the SWAA survey shows that compliance is lowest among those who have experienced multiple RTO attempts. A striking one-quarter of employees at companies with numerous RTO initiatives continue to disregard these policies.
Moreover, approximately one-third of managers are reportedly not enforcing RTO mandates, suggesting that they perceive these directives as ineffective or counterproductive. A report from Owl Labs similarly finds a large proportion of middle managers failing to enforce RTO mandates.
Ottawa’s push for federal employees to return to the office is likely to face similar challenges and failures as the private sector has experienced. Many government employees and unions have pushed back against the top-down mandates. The Public Service Alliance of Canada (PSAC) said, “PSAC members are incredibly frustrated and angered by this announcement,” promising to fight them.
Given these realities, we can learn from the private sector’s experience to anticipate that the attempts to mandate a federal RTO will lead to extensive non-compliance. The consequences of non-compliance with RTO mandates in the federal government will lead to significant challenges, affecting not only day-to-day operations but also the broader strategic objectives of government agencies.
One of the immediate impacts is a decline in employee morale and engagement. When federal employees feel their preferences for flexible work arrangements are overlooked, it can result in decreased job satisfaction and motivation. This dissatisfaction can spread across departments, leading to reduced productivity and a lack of enthusiasm for government initiatives, ultimately affecting public service delivery.
A major risk associated with strict RTO mandates in the federal sector is increased turnover and challenges in recruitment, which can be particularly problematic given the specialized nature of many government roles. Employees who value the flexibility of remote work might seek employment outside the federal government, especially when private sector options offer more accommodating work environments.
Enforcing RTO mandates without considering employee input can erode trust and damage the organizational culture within federal agencies. When employees feel their voices are disregarded, it can lead to a breakdown in the relationship between management and staff.
In some cases, rigid RTO policies may expose federal agencies to legal and regulatory risks. Employees with disabilities or caregiving responsibilities might challenge these mandates as discriminatory, leading to potential lawsuits or investigations.
Flexible work arrangements have been instrumental in supporting under-represented groups, including women, caregivers, and individuals with disabilities. Imposing strict RTO policies may inadvertently disadvantage these groups, limiting diversity within the federal workforce.
To address these challenges, federal agencies should prioritize communication and collaboration with their workforce. Engaging employees in discussions about work preferences and gathering feedback can help create a sense of ownership over work arrangements. By embracing flexibility and adapting to the evolving work landscape, the federal government can build a more resilient and empowered workforce, better equipped to meet the demands of public service in the 21st century.