One of Amazon’s top executives suggested that those who do not wish to work in the office five days per week can quit. This remark adds to the ongoing debate surrounding return-to-office mandates, with Amazon being one of the biggest players enforcing this policy from January 2025 onwards.
So, what can leaders take away from how Amazon is handling this situation?
A recipe for disengagement and decline in wellbeing
Such a confrontational stance sets the stall out very clearly that executives have zero interest in considering what this says to employees about their value to the organisation, states Lesley Cooper, founder of consultancy WorkingWell.
“Showing little concern for the logistical challenges many will face in returning to the office five days a week – especially four years post-pandemic, when new domestic, social, and economic circumstances are well established – sends a clear message that the leadership has respect only for what is beneficial for them, and not for employees,” she says.
What’s more, demanding this change without consultation or inviting dialogue about the pros, cons, and consequences undermines performance because people don’t feel properly heard or seen. Cooper adds, “Employee wellbeing and performance are highly correlated. Wellbeing is widely considered to be the confluence of separate but related dimensions of health – namely physical, emotional, and social. It should be obvious how this type of diktat leadership negatively impacts two of the three dimensions with predictable harmful employee outcomes.”
Beware of reverting to an archaic mindset
Dr Rochelle Haynes, founder and CEO of Crowd Potential Consulting and co-author of OpenHR, finds it shocking that companies still enforce rigid RTO mandates. “It reflects a very archaic mindset towards work and highlights a deep-seated desire for control over workers,” she argues.
“Unfortunately, many leaders are still unwilling to accept that the world of work has changed. With such a mindset, these companies, regardless of global reputation, will struggle to retain and source top talent in the future,” she continues.
Ironically, Haynes explains, many of the companies making such demands are also the same firms touting their commitment to Sustainable Development Goals, yet provide no real justification for employees to waste resources and time commuting aside from wanting to monitor their actions.
“In the new world of work, leaders must get comfortable with their talent having agency to define how they work and should focus on outcomes rather than processes,” she adds. These RTO mandates, she warns, restrict opportunities for differently abled and neuro-diverse workers, and limit firms’ access to top talent. Haynes concludes, “This is why we argue for an OpenHR mindset, where leaders create a truly inclusive environment that allows them to access and leverage the skills and expertise of all talent in the evolving workforce.”
Focus on employees first
“For an energised, engaged workforce, organisations must provide a structure that supports employees, enabling them to thrive and be productive,” points out Beth Benatti Kennedy, Leadership and Team Coach and author of ReThink Resilience. She advises leaders to prioritise ‘resilience intelligence’ – an approach similar to emotional intelligence, but centred on understanding people’s needs to keep them motivated, performing at their best, and resilient in the face of change.
As business leaders and HR teams evaluate the implications of Amazon’s RTO policy, a primary focus on employee wellbeing, productivity, and strategic flexibility is crucial. “If a position can be fully productive remotely, it should be supported. Flexible work arrangements, where feasible, not only support top talent retention but also build organisational resilience,” Kennedy states.
“As companies navigate the challenges of RTO mandates, prioritising employee needs not only enhances engagement and retention but also fosters a more adaptable and resilient workforce. When employees feel empowered, supported, and valued, they contribute to a healthy culture of collaboration and problem-solving, ultimately leading to a positive impact on the organisation,” she says.
Balance organisational and employee needs
Lauren Neal, author, founder and Chief Programme Creator of Valued at Work, explains how the subsequent employee backlash from Amazon’s return to office policy highlights the risks of implementing rigid, top-down policies without considering the diverse needs of the workforce. “Many employees will have adjusted to the work-life balance remote and hybrid work offers, and enforcing solutions like this can undermine employee morale, overall job satisfaction, and retention.”
She goes on to highlight how both leaders and HR teams can learn from this, “For leaders, the key challenge lies in balancing organisational needs – such as collaboration, innovation, and company culture – with employee preferences. Businesses should consider data-driven approaches to work arrangements, allowing for greater flexibility based on role requirements and individual circumstances.”
HR teams must also play a central role in this shift, working alongside leadership to foster communication and gather employee feedback to develop policies that are transparent, fair, and adaptable. “A focus on outcomes rather than physical presence will be critical in creating environments where both the organisation and its people can thrive,” Neal sums up.
Understand the challenges of workplace authenticity
Amazon’s decision to mandate a return to the office reflects its authenticity as a workplace, but this policy can create challenges for employees striving to live authentically themselves, says Josefine Campbell, executive coach and author of 12 Tools for Managing a Selfish Leader.
“Companies like Bridgewater, Netflix, and Amazon have built success with policies that are not for everyone. They clearly outline their expectations for employee behaviour and the values behind those expectations. This clarity is a sign of good leadership.”
But Campbell also notes that some people will find RTO mandates as trespassing on their personal boundaries. As long as labour laws don’t require flexibility, companies can follow Amazon’s lead. However, they must be prepared for the potential consequences, such as highly skilled employees quitting.
“Leaders need to focus on building transparency within their teams and embracing authenticity. This allows employees to truly be themselves, fostering a sense of belonging whether they work remotely, in a hybrid model, or in person. This leadership style tends to create more loyal employees, resulting in lower turnover,” she concludes.
The post What can leaders learn from Amazon’s return-to-office policy? first appeared on HR News.
