Return to Office Mandates Are Rising. Is a Retention Problem Coming Next?
Across Canada, employers are tightening their return-to-office policies. The federal government now requires most employees on site three days a week, and the province of Ontario has announced a full-time return for January 5, 2025. Large private sector employers are moving in the same direction. Rogers has shifted to four days a week with a five-day requirement coming in 2026, and major banks like TD and BMO have set four-day mandates for their workforce. Similarly, many law firms are also increasing from 3 days to 5 days in the office.
Yet employees’ comfort with remote and hybrid arrangements has not faded. A recent Angus Reid survey found that one-third of remote workers would consider quitting if forced back to the office most of the time. More than one quarter say they would do so quickly. Over half report feeling upset when told to return, and most workers say a hybrid model remains their preferred setup.
This gap between employer expectations and employee preferences is widening, and HR leaders are feeling the pressure.
The hidden risk behind strict office mandates
According to one expert from the Haskayne School of Business, these reactions should not be underestimated. When people feel they have lost control over where and how they work, morale tends to dip first. Engagement follows, then turnover.
The research reflects a broader shift. Flexibility is no longer treated as a temporary pandemic benefit. It has become a core part of job satisfaction. Employees now link flexibility to trust, autonomy, work-life balance and well-being.
One common misconception is that bringing people back into the office automatically rebuilds culture. In reality, culture depends more on trust and meaningful interaction than physical proximity. Without those elements, no mandate can bridge the gap.
Is this actually a good moment to push RTO?
Some leaders believe this is the right time. Canada’s latest business outlook survey shows that critical labour shortages have fallen to a five-year low. A softer labour market can reduce the immediate threat of turnover, and employees may be less likely to quit during economic uncertainty.
However, this picture is not the same across all sectors. Highly skilled fields such as legal, finance, tech and professional services continue to face competitive hiring conditions. Many of these industries had hybrid norms well before the pandemic. A full-time office requirement can weaken a firm’s ability to attract the best talent.
A softer labour market may reduce resignations, but it does not increase enthusiasm. Employees may comply, but compliance does not equal commitment. Quiet disengagement is far more common. Workers show up, but with lower energy, creativity and collaboration.
Employees are not rejecting the office. They are rejecting purposeless office time.
The survey data show that employees are not opposed to being in the office. They want the in-person time to have a purpose. They prefer using office days for mentoring, team problem-solving, relationship building and work that benefits from collaboration. Focused work is often done more effectively at home.
The same expert points out two main problems with how many RTO mandates are delivered:
- One-size-fits-all rules rarely align with the actual needs of different roles.
When policies feel arbitrary, frustration grows. - Many employees do not fully understand why they are being asked to return.
Without a clear explanation tied to outcomes or strategy, each commute feels like a cost.
Organizations that design in-person time around high-value activities, and communicate that rationale clearly, tend to see better engagement and retention.
A balanced approach that actually works
A more effective approach is to “manage the work, not the location.”
Identify which tasks truly benefit from in-person collaboration, and keep everything else flexible. This gives structure without sacrificing trust.
Tracking turnover, absenteeism and engagement scores can help leaders understand whether their policy is helping or creating new challenges.
Organizations that treat hybrid work as a long-term strategy find that productivity and wellbeing both improve. Employees can focus deeply at home while using in-office days for connection, mentorship and problem-solving.
What this means for retention
Employee sentiment toward full-time office attendance has permanently shifted. Even if companies are not seeing immediate turnover, a rigid approach may have long-term consequences. The cost of replacing top performers is far greater than the cost of designing thoughtful hybrid policies.
Hybrid work gives employers a way to meet business needs without ignoring the reality of how work has changed. It is not about keeping everyone happy. It is about designing work in a way that supports performance, sustainability and the well-being of the people doing it.
How Life After Law can help
At Life After Law, we work closely with organizations navigating these shifts every day.
Whether you are rethinking your talent strategy, preparing for future leadership transitions or trying to understand how changing work models affect recruitment, our team can help you design a plan that protects culture, stability and long-term retention.
We support organizations in building resilient teams, attracting the right talent and preparing for what comes next.
If your firm or company is facing challenges related to hybrid work, retention or long-term workforce planning, we’re here to guide the conversation.
Connect with us to explore your talent strategy.
