Executives Aren't as Happy with RTO Mandates as You Think

July 16, 2025

Leaders and employees alike are quietly struggling to adapt to returning to the office

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Return-to-office (RTO) policies continue to dominate headlines, but new BambooHR research shows the strain isn’t just on employees. Many of those tasked with enforcing RTO policies aren’t fully onboard themselves: 45% of executives would take a pay cut to stay remote, and 39% of VP/C-suite respondents would rather go through a breakup than return to full-time office work.

This report analyzes data from over 1,500 full-time salaried US employees, including 500+ HR professionals, to understand how people across roles, levels, and financial situations feel about remote vs. in-office work and what they are doing to succeed in this new era of ever-changing work modes.

Key Takeaways

  • 45% of VP/C-suite would take a pay cut to stay remote, compared to 30% of managers/directors and 24% of ICs.
  • 62% of HR VP/C-suite admit their company struggles to enforce RTO mandates.
  • 21% of all employees said no monetary bonus would make them willing to go back to the office full-time, with Baby Boomers (37%) most likely to agree.
  • 18% of VP/C-suite said those looking for a new job are doing so because their company implemented RTO.
  • 63% of employees who identify as financially secure say they are 100% on board with their company's RTO policies, compared to 50% of those who say they are struggling to make ends meet.

VPs/C-suite have mixed feelings on their organization's RTO policies

When it comes to RTO, leadership roles are divided: while 63% of execs say they support their company’s RTO policies, 53% of HR VPs admit they don’t agree with them.

More than half (55%) of people are fully on board with their company’s RTO. However, there are notable differences when it comes to roles: only 39% of ICs are on board compared to 57% of managers/directors and 63% of VPs/C-suite. And while a slight majority indicate they prefer working from the office, many employees at various levels disagree with policies around RTO.

Moreover, 62% of HR VP/C-suite say their companies are struggling to enforce those policies. Even more striking is that for many in leadership, it’s a deal-breaker—18% of VP/C-suite respondents are looking for new roles because of an RTO.

According to the Flex Index, while RTO mandates have increased, the number of days employees spend in the office doesn’t reflect that. If organizations want their employees working from the office, they need to have clearly communicated policies in place that have full leadership support.

“When it comes to work modes, many HR leaders find themselves in a challenging position. A one-size-fits-all approach will always leave some individuals with unmet needs, which is why it’s more effective for work mode policies to be determined by individual departments. When leaders aren’t aligned at the top, it creates a disconnect throughout the organization. Because RTO is such a hot-button issue, it’s important that your policy, and how it's communicated and implemented, are well thought out and clearly defined.”

Wende Smith | Sr. Director of People Operations at BambooHR

Financial security is a huge factor in RTO adoption

RTO resistance often stems less from ideology or preference and more from lived experience. While 63% of financially secure individuals are 100% on board with their company's RTO policies, only 50% of employees struggling to make ends meet agree, with the cost of commuting, childcare, and schedule inflexibility as key barriers.

Financial insecurity also translates into a greater sense of instability and increased anxiety about job security:

  • 48% of those with little to no savings say they are more anxious about job security than ever in their career.
  • 37% of those with moderate savings say the same.
  • 26% of those who are financially secure agree.

Despite the critical role of salary in job satisfaction, a significant number of employees still prefer remote work over money. When asked, “How much of a one-time bonus would it take for you to be willing to go back to the office full-time?” 21% of all employees said, “No monetary bonus would make me willing to go back to the office full-time.” Among Baby Boomers, 37% agreed with this statement, compared to 21% of Gen Z.

Of those who could be persuaded, 36% said they’d require a 9–15% bonus, while 30% said it would take more than a 16% bonus. Only 13% would accept a bonus of less than 8%.

So, for someone making the median wage—$1,194/week or around $70,000/year—it would take over $10,500 to bring them back to the office full-time.

How much of a one-time bonus would it take for you to be willing to go back to the office full-time?
Percentage (%) Of Respondents
Less than 5% of my current salary
5%
Between 6-8% of my current salary
8%
Between 9-10% of my current salary
19%
Between 11-15% of my current salary
17%
Between 16-20% of my current salary
15%
More than 21% of my current salary
15%
No monetary bonus would make me willing to go back to the office full-time
21%
Gen Z, meanwhile, shows the highest willingness to accept a pay cut to stay remote (39%), showing that for many, flexibility and autonomy are valued more than dollars.

Employees are split on who’s more productive, in-office or remote

Perhaps the most common debate when it comes to in-office vs. remote work is who’s more productive? Right now it’s split, reflecting that productivity needs aren’t one-size-fits-all.

Half of employees say productivity has improved since their companies implemented RTO, showing that for many, the broader impact of RTO has been a net positive.

RTO Impact
Improved
Worsened
Collaboration
59%
10%
Productivity
50%
17%
Team morale
48%
24%
Job satisfaction
40%
28%
Work-life balance
39%
33%

However, when it comes to physically working in the office, many employees observed poor etiquette in a distracting environment:

  • Distracting noise levels: 31%
  • Employees glued to screens: 30%
  • Arriving late/long lunches/leaving early: 28%
  • Lack of shared space etiquette: 28%
  • Inappropriate personal habits: 24%
  • Disregard for health protocols: 22%
  • Inappropriate work attire: 19%
  • Lack of etiquette around social norms: 18%
  • Poor handwashing habits: 12%

On the positive side, 33% noticed improved eye contact when working in person.

For organizations with an in-office policy, addressing both the positive and negative shifts in employee behavior is crucial for fostering a collaborative and productive work environment. A workplace that effectively addresses these changes creates the opportunity for stronger team dynamics, increased employee engagement, and overall organizational success.

The HR dilemma: Least likely to agree with RTO, but saddled with enforcing it

In the battle of wanting to be remote versus wanting to bring employees back to the office, who will win? We’re sure to see more push and pull through the second half of 2025 as companies and employees continue to navigate these complex and often conflicting priorities.

“Executives aren’t immune to the discomfort of policy tension—they’re often feeling it while trying to lead through it. HR can play a key role in helping companies define what success looks like in this new era of work.”

Wende Smith | Sr. Director of People Operations at BambooHR

For HR professionals and organizations, navigating the complexities of RTO policies requires a thoughtful and flexible approach. Here are some strategies to consider:

  • Help leaders adapt to new policies: Work closely with people leaders during transitions. You need their support and participation in flexible work arrangements, and they need HR’s help to find balance for themselves and their teams.
  • Focus on flexibility: Consider offering hybrid models that allow employees to choose the work environment that best suits their needs and productivity levels. This flexibility can help accommodate a range of employee needs, such as financial constraints or caregiving responsibilities.
  • Improve the office environment: Address common office distractions and etiquette issues by creating a more conducive work environment. Implement noise-reduction measures, establish clear guidelines for office behavior, and ensure that health and safety protocols are followed.
  • Prioritize outcomes, not location: Shift the focus from where work is done to how effectively it is completed. Set clear performance metrics and goals that prioritize results over the location where the work happens.
  • Promote a culture of belonging: Ensure RTO policies are equitable and inclusive. Be mindful of how these policies impact different demographic groups, and create a workplace where everyone feels comfortable and supported.

Methodology

BambooHR conducted this research using an online survey prepared by Method Research and distributed by RepData among n=1,509 adults (age 18+) in the United States who are full-time salaried employees and currently work in a desk job position, including a subgroup of n=501 HR professionals who have a manager title or above. The sample was equally split between gender, with a spread of age groups, race groups, and geographies represented. Data was collected from March 4 to March 17, 2025.

About BambooHR

BambooHR® is the leading HR software platform that sets people free to do great work. Intuitively designed and user-friendly HR, payroll, and benefits administration in one unified ecosystem means less focus on process and more on growing what matters most—people.

With AI-powered insights and comprehensive reporting, HR leaders gain the data they need to craft strategies to enhance employee engagement and retention while effectively measuring success. Trusted by HR professionals in over 34,000 companies across 190 countries and 50 industries, BambooHR supports millions of users throughout their employee journey.

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