Why workplace policy is the foundation of office design

But office design alone will never be enough. Without a clear underlying workplace policy, design propositions will fail to connect with a workforce grown used to the comforts and convenience of home.

As the great workplace reset gets underway, policy will be vital to developing physical design strategies that meet the post-pandemic needs and expectations of employees. Yes, vibrant design features and experiences will be key. But unless these elements are informed and underpinned by policy, companies may continue to find their desks and workstations empty.

What is a workplace policy?

A workplace policy refers to a set of rules, etiquette, and procedures established by an organisation to govern employee behaviour and practices at work. In the era of hybrid working, it also covers return-to-office (RTO) requirements, stipulating how many days a week employees need to be onsite, and how many they can work remotely.

The aim of a workplace policy is to create a safe, productive, and respectful work environment; an environment that can comfortably accommodate employee numbers and needs. But for many, the term can sound draconian, reminiscent of the five-day-a-week RTO mandates issued by companies like Amazon and JP Morgan. Indeed, at a time when flexibility and choice are highly valued by employees, the imposition of rigid work-from-office arrangements is known to be counterproductive. They cause disaffection among present employees and deter prospective hires. And as a recent US study found, they also fail to positively impact financial performance.

In an effort to soften the tone, some companies refer to their workplace policies as ‘guidelines’, which sounds less stringent but also potentially vague and non-essential. So, depending on the culture you want to shape, you need to think carefully about how you frame your workplace requirements and operational parameters.   

How can a workplace policy boost employee performance?

A good workplace policy can boost employee performance by encouraging meaningful connections between individuals and teams. For example, by shaping a workspace that is open, non-siloed, and communal, a policy can encourage collaboration, cross-pollination, and symbiotic learning. Through careful scheduling of onsite activity and workspace occupancy, it can enable companies to maximise opportunities for creative interactions, while minimising distractions and constraints.

In this way, a workplace policy can help companies create viable and productive work environments that not only improve performance but also enhance the employee experience. It can also empower employees to feel ownership over the workspace they may occupy only temporarily as part of hybrid working arrangements. In the age of hotdesking, a robust policy can promote a sense of permanence and belonging through considerately designed spaces and through employee-centric services and practices. And it can help dismantle the cultural and physical barriers (e.g., departmental siloes, excessive noise) that may prevent employees from realising their potential. 

How to implement a policy successfully

Communication is key to workplace policy implementation. And when it comes to communication around workplace arrangements, the ‘firm but fair’ approach tends to result in positive outcomes. A clear, direct tone can help secure buy-in to new office procedures, generating trust and respect and increasing the likelihood that new behaviours will be adopted. Whereas lax and oblique instructions can lead to poor implementation and uptake. Ambiguity can be problematic at the best of times, and any perceived flimsiness around workplace rules could inspire non-compliance among staff.

Flexibility is also critical. Firstly, on an individual level, you may have employees who require greater leniency around certain policy elements. Those who live beyond average commuting distance could be granted more flex in their RTO stipulations, perhaps with reduced hours onsite. Secondly, flexibility in the timeframe for implementation is advisable. Those companies that adopt a ‘test and learn’ phase are known to achieve greater success when shifting policy boundaries. You could introduce a workplace policy trial period, during which you propose to assess the impact of new systems on professional development and overall productivity.

How you monitor, record, and enforce onsite attendance is also important. According to a recent Envoy and Hanover Research workplace survey, companies are taking different approaches. Of those leaders questioned, 66% said they use tech-enabled tools – such as management platforms or access control systems – to track employee attendance; 17% said their employees self-report their movements manually; and another 17% said onsite attendance is linked to performance reviews.

And of course, there are pros and cons to each method. Digital tracking tools are efficient but can leave employees feeling watched. Manual self-reporting promotes trust but is inefficient, adding another administrative layer to an employee’s day. Meanwhile, performance review-linked reporting is likely to deliver results, but it is somewhat controversial as a policy.

How companies are enforcing their return-to-office policies:

What are the benefits of implementing a workplace policy before finding a new office space? 

If you’re looking for a new office space, it might be tempting to delay the implementation of your policy until you’ve moved premises. But in fact, it’s far better to develop and implement your policy before you relocate. Here’s why:

An office move can sometimes be unsettling for employees. If their workplace practices and procedures are already well established, the process of relocation can be made easier. In fact, the structure and bonding achieved through a clear workplace policy can help your people hit the ground running as they move into a new office space.

• Once implemented, your workplace policy will enable you to anticipate the volume of people expected on-site each day. This, in turn, will shape your new office requirements and help you manage and typically reduce the space needed.

• Your policy will help you define when larger cohorts will be working together, allowing your facilities management team to scale up or down accordingly. This will ensure no new space is redundant, helping you reduce waste and save on costs.

• An office move can sometimes be unsettling for employees. If their workplace practices and procedures are already well established, the process of relocation can be made easier. In fact, the structure and bonding achieved through a clear workplace policy can help your people hit the ground running as they move intoa new office space.

What is the risk of enforcing a new workplace policy?

Rigidly enforced workplace policies, particularly RTO mandates, can cause disquiet and dissatisfaction among employees, leading to high rates of attrition. Such policies can also prove problematic for talent attraction, particularly if competitor companies are offering greater choice and flexibility. In addition, there’s the risk of negatively impacting employee performance and development, especially when companies go fully remote.  

According to recent studies, many employees would rather quit than adhere to stringent RTO arrangements. Research from US advisory firm Gartner indicates that 23% of people would resign if told they had to work from the office. In fact, Gartner’s research suggests that those companies that enforce in-office policies could see up to 30% of their employees looking to leave the following year – not an insignificant risk, when you consider the talent shortages that continue to hamstring many industries.

In the UK, a survey of 2,000 professionals found that over a third of 25 to 34-year-olds would quit if forced back into the workplace. The survey, commissioned by Kahoot!, revealed that feelings are particularly strong among younger employees, with 29% of 18- to 24-year-olds willing to leave if faced with an RTO mandate. Another piece of research, from online platform CV Genuis, suggests that two-thirds of UK workers (66%) would quit if full-time office working was imposed on them.

But companies seem increasingly willing to take these risks. As the ONS graph below illustrates, the number of working adults on hybrid-only and work-from-home-only arrangements has declined in 2025, while onsite-only working arrangements have gone up. WWP, JPMorgan, PwC, and other firms have announced plans to end hybrid working policies. And in a 2024 KPMG survey, 85% of CEOs say they believe everyone will be back in the office full-time by 2027.

Of course, not all companies are aligning with this trend, and some, like Google, seem very content with the hybrid model. Take a look at WRKPLC’s article on RTO policies to see how different companies are managing their working arrangements.

UK Percentage of working adults by working arrangement, May 2020 – March 2025:

Why do so many businesses fail to implement a workplace policy?

There are many reasons why businesses might be reluctant to change their ways and implement new workplace policies. Many fear deterring prospective candidates who can get ‘work-from-anywhere’ contracts with competitor companies. Alienating current employees is also a real concern, with the associated risk of resignations and drops in performance. These are all valid reasons to approach policy change with caution. But to ignore the issue altogether is unwise; far better to assess the benefits of a clearly defined policy and consider how it can be implemented sensitively, in line with your workforce needs and workspace capacity.  

Does remote working affect company performance and development

Different types of companies have different views on the working models that best support performance and development. Financial institutions, for example, tend towards the opinion that remote work negatively impacts performance, so much so that several major banks are linking office attendance to employee assessment and remuneration.

In May 2025, HSBC announced that employees failing to meet its 60% in-office stipulations could see “variable pay being impacted”, with their attendance now incorporated into performance reviews. In the US, Deloitte has implemented a similar policy, with in-person work being factored into evaluations and linked to staff bonuses. And in retail, Primark has also scaled back its hybrid model, claiming that in-person working “strengthens productivity, creativity and development”.

But others disagree, with research suggesting that performance is influenced more by culture and environment than by a specific working model or arrangement. A recent study by McKinsey & Co. assessed the perceptions of remote, in-person, and hybrid employees and examined the link between working models and productivity outcomes. According to the research:

“The results show that there is no clear winner when it comes to a working model that provides a high level of employee experience and productivity… in-person, remote, and hybrid workers all report mostly similar levels of intent to quit, burnout, effort, and satisfaction.”

One of the main messages emerging from the study is that companies should focus on practice, rather than policy. It’s also worth noting that not enough time has yet passed since the COVID-19 pandemic to fully understand the performance impacts of remote and hybrid working. Ultimately, companies need to look at the pros, cons, savings, and costs of different work arrangements – i.e., real estate costs versus impacts on performance and retention. They also need to consider their specific needs as an organisation. The ‘right’ working model for you will depend on the type of business you are, and the ways of working that will help you achieve your goals.

“Business’ experience an increased risk of failure when approaching policy change if they assume ‘one size fits all’ might work best. There is always nuance in meeting the diverse needs of your people, roles, markets and future flexibly of the company”

Sean Espinasse, Strategy Director at WRKPLC

What are the different types of workplace policy?

There a three types of RTO workplace policy, as follows:

1) Fully onsite/office-based

Employees are expected to work onsite, in a physical office environment, for the majority – if not all – of their allocated working hours, typically five days a week.

2) Fully remote or remote-first

Employees work from any suitable location – home or public space – without a requirement to be present in a centralized office.

3) Hybrid

Employees split their time between the office and remote locations, with varying percentages of time spent in the office.

Of these three policy models, fully remote or remote-first appears to be on the wane. As the Envoy and Hanover Research workplace survey explains, people are gradually returning to the office. Of those organisations surveyed, 96% are urging employees back into the workplace, for at least a few days a week. And 91% of respondents said they foresaw their workplace being either hybrid or fully onsite in the areas of manufacturing, retail, technology, healthcare, and professional services, at some point in the future.

The future workspace is seen as flexible:

Which Policy type is right for your business?

Each of the three options has various perceived benefits and disadvantages. Some CEOs argue that remote working or homeworking leads to a drop in employee performance. Others, conversely, point to the efficiency gains made through reduced travel and increased flexibility. Some believe onsite work reinforces company culture. Others think remote working boosts wellbeing, happiness, and trust. 

Ultimately, you need to weigh up the operational needs of your business, which may require a set volume of staff onsite at any one time, against the increased desire for freedom and agency among employees.

Crucially, whichever policy type you adopt, it pays to be clear and consistent in your messaging and expectations. For example, if you go ‘fully remote’, you can’t expect employees to attend onsite workshops or in-person events. Likewise, fully office-based staff may not be as agile or flexible as remote workers. They might, for example, be less willing to pick up tasks or respond to queries outside office hours.

So, unless you opt for the hybrid model, you may find ‘best-of-both-worlds’ scenarios difficult to achieve. Best to pick a lane and stick to it. Similarly, when making your RTO policy decisions, make sure your work environment can cater for increases and variations in staff volumes (generally, businesses see an increase in average daily users, and a decrease in peak day users). If you’re asking employees to come in at certain times, you must have the workspace, amenities, and services in place to accommodate them. Only in this way will your policy resonate with your people and gain their support.

What macro factors need to be considered when implementing a workplace policy?

To make good policy decisions, you need to consider various macro factors. Company culture and ethos, for example, are essential to achieving employee buy-in. Your workplace policy, therefore, needs to align with these factors and reflect your core values. If you purport to be an open, sustainable, and fair organisation, but impose draconian RTO measures, you’re likely to lose the support and respect of your people. Even if the policy you’re proposing isn’t in itself unreasonable, the imposition of sudden change can cause employees to feel unsettled and unhappy. Change management and consultation are therefore vital parts of the process.

Measuring your company’s workplace performance using quantitative and qualitative research is also a good idea. Assessing space usage, employee attendance, and visitor volume can help to shape a balanced and appropriate workplace policy. Likewise, employee surveys can provide crucial insights and data on internal attitudes to work practices. Leveraging this data can ensure your policy reflects staff wishes and needs.

What are the micro factors that influence workplace policy?

Businesses often review workplace policy at pivotal moments in their corporate journey. Such moments might include a company approaching a lease break, a slowdown in year-on-year growth, a perceived erosion of company culture, or office space becoming redundant or underutilised. Such events tend to trigger changes in operational practice and procedure. 

Other micro factors that can influence workplace policy include:

Do Employee cohorts and generations affect the policy approach?

Different generations have different attitudes to work.

• Baby Boomers (born 1946-64): tend to prefer traditional work structures and procedures; likely to respect hierarchy and value formal communication and in-person connections.

• Generation X (born 1965-1980): value work-life balance, with a focus on meaningful work and workplace relationships; appreciate the ability to work independently and pursue opportunities for professional development.

• Millennials (born 1981-2000): value collaboration, technology, innovation, and flexible work arrangements; likely to resist RTO mandates and prefer hybrid or remote workplace policies.  

• Generation Z (born 2001-2020): tech-savvy and socially minded, seek workplace environments that reflect their values and prioritise continuous learning; value diverse and inclusive work cultures that foster a sense of belonging.

The general belief is that younger employees tend to value flexibility and osmosis learning. And this is certainly true of Millennials. But according to findings from recent BambooHR research, Gen Z employees are more likely than other cohorts to prefer in-office work, and the least likely to embrace remote working.

It’s essential you consider these generational preferences when developing your policy, as they can help you identify the motivational drivers that will compel people back to the workplace. Indeed, specific perks and policy measures will have varying levels of appeal depending on the recipient cohort. For example, while Millennials might be motivated by childcare support and work-from-home options, Gen Zs will value wellbeing services and dynamic onsite amenities.

Young workers are most likely to work in the office:

Do job roles affect your approach to policy change?

Businesses often review workplace policy at pivotal moments in their corporate journey. Such moments might include a company approaching a lease break; a slowdown in year-on-year growth; a perceived erosion of company culture, or office space becoming redundant or underutilised. Such events tend to trigger changes in operational practice and procedure.

If roles within an organisation are broadly similar, a ‘one-size-fits-all’ workplace policy may be viable. But an increased role of diversity will necessitate a more nuanced and flexible approach.

Some roles require high levels of regular in-person collaboration, whereas others involve less personal interaction and more solitary, focused work. For example, a graphic designer working on weekly project launches will typically need more in-person time than a designer focused on long-term brand strategies. Similarly, people working in sales and key project roles require high levels of colleague engagement and tend to be more productive in the office. Finance and IT staff, on the other hand, work from home more effectively due to the process-led nature of their roles.

Meanwhile, senior leadership figures depend on face-to-face interaction to facilitate high-level strategic planning and decision-making. Their respect and credibility as leaders also depend upon physical presence and visibility, which keeps them tethered to the office.

Of course, the workplace can accommodate both communal and individual activities, but you need to ensure you have the right spatial configurations in place – i.e., open areas for collaboration, combined with more secluded spaces. Or your policy could flex to enable a hybrid mix of onsite and remote working, as best suits the task at hand. Before you make any final policy decisions, it’s advisable to look into the needs of specific roles and the work settings and arrangements that will drive the best results.

Market and industry

Similarly, the market in which you operate will influence the policy you adopt. As mentioned above, in finance, companies are enforcing the highest number of expected days in-office, with Barclays, HSBC, and Citigroup requesting many – in some cases all – of their employees to return full-time. Meanwhile, tech firms are more flexible, with Vodafone, Uber, and Microsoft adopting hybrid models with just two-to-three days onsite.

But across all industries, in-person, onsite working is gradually increasing. This uplift is most noticeable in consumer and retail, which saw a 54% rise from 2023 to 2024. Those industries with elevated levels of R&D spend and skilled labour, such as automotive, have been slower to respond, although even here the RTO increase is at 31%. 

Changes in the working model 2023 – 2024:

What is the impact of the RTO ‘workplace reset’?

In August 2024, ResumeBuilder.com surveyed 764 companies that had adopted a fully remote working model during COVID-19. Of those companies:

• 87% said they would implement RTO by 2025
• 64% said they already had
• 1 in 3 companies that had already implemented RTO said they would increase the number of required in-office days in 2025
• More than three-quarters (77%) said they were tracking employee office attendance

The same survey found that seven in ten companies had seen productivity improve through RTO mandates. The most significant enhancements were witnessed in employee relationships (77%), worker productivity (69%), company culture (70%), revenue (61%), and retention (54%).

How business leaders feel that return to office (RTO) has impacted their people:

Travel and location

The location of your business and available transport connections will play a significant role in policy development.

In offices where employees have long, arduous commutes, the case for hybrid and remote working can be compelling. Likewise, if an office is located in the middle of nowhere, with few local amenities, homeworking may be the preferred choice.

On the other hand, businesses in central locations with abundant transport options can be more demanding of employees’ time on-site. As mentioned above, your policy may need to flex depending on the miles and hours employees clock up each week on their commute.

“The policy and etiquette conversation is a common one, with Leadership teams during the formation of workplace strategy.  Learning from others in a similar position or sector is a crucial part or risk mitigation. Where policy change has a negative impact on culture and performance, we find it often traces back to the communication approach”

Sean Espinasse, Strategy Director at WRKPLC

Return to office FAQs

How WRKPLC can help you develop a return to office strategy

Developing a policy supported by a workplace etiquette guide provides structure for your people and business. People need structure as it provides a sense of security, predictability, and control, which are fundamental to well-being. When people feel more in control of their environment, the business benefits as managing daily tasks is more consistent.
Policy gives the business a structured environment, allowing individuals to anticipate what’s coming next, leading to a sense of calm and improved focus and productivity.

It is this sense of stability and predictability that can be particularly beneficial. While some individuals may thrive on spontaneity, most people benefit from a degree of structure in their lives. This can be as simple as establishing a daily routine, scheduling specific times for work and leisure, or creating a system for managing tasks and responsibilities.

In our opinion, leadership is about setting the framework that supports your people. In turn, this structure gives clear guidance on what should happen in the office, the scale of the space that supports a great workplace experience, and therefore is the foundation for developing a progressive workplace strategy.

Get in touch for more information on how to create the best workplace policy for your business.