Is firing remote workers a step backwards for DEI progress?
This week’s Friday briefing examines the recent backlash against employees resisting the return to the office (RTO).
In the last week, companies like Starbucks and Publicis followed Amazon and took steps to enforce stricter RTO policies, sometimes at the expense of long-term employees.
But this begs the question: are rigid RTO mandates worth the cost? And how might they undermine a workplace culture that strives to be inclusive, diverse, and equitable?
Over the last few years, hybrid work has proven to be more than a response to a global crisis—it has become a powerful tool for attracting diverse talent, supporting inclusivity, and fostering higher employee satisfaction. According to a 2022 study from McKinsey, four out of five employees working in hybrid models want to keep this flexibility, and many would consider leaving if forced back full-time.
The benefits of flexible working arrangements are particularly pronounced among underrepresented groups, with employees from marginalised backgrounds often reporting increased comfort and lower turnover rates in a hybrid setting. A recent study from Trip.com done by Harvard Business Review further underscores this: a hybrid model reduced attrition by over a third, significantly lowering associated costs.
Yet the RTO push raises concerns that companies risk losing valuable employees—and the unique perspectives they bring—by mandating physical presence. Are organisations sacrificing DEI goals in favour of traditional office culture? As more companies demand employees return to the office, we should ask how this shift impacts our broader DEI objectives.
The disconnect between RTO and DEI
Data consistently shows that hybrid work enhances retention, engagement, and well-being, particularly for underrepresented groups. For example, McKinsey’s research indicates that non-binary, LGBTQIA+ and disabled employees are more likely to prefer hybrid models.
For these employees, hybrid work offers flexibility and a psychologically safe environment that can mitigate the microaggressions and biases that are sometimes more prevalent in in-person settings. On the other hand, returning to the office may make it harder to retain these employees, undermining DEI progress.
Leaders should reflect on the contradictions between pushing RTO policies and their DEI commitments in companies where DEI is a core business priority. Mandating office attendance without considering the impact on underrepresented groups signals a potential lack of commitment to creating truly inclusive spaces.
Business case or DEI backslide?
Companies focusing on immediate performance metrics often miss hybrid work's broader value.
Trip.com’s A/B testing compared hybrid and fully in-office work arrangements and found no performance decline among hybrid workers. Retention improved, boosting long-term productivity and lowering rehiring and retraining costs. So, is the push for RTO truly about performance and culture, or is it a convenient mechanism for reducing headcount without public layoffs?
With one in four executives admitting they view RTO mandates as a way to encourage voluntary turnover, it’s clear that some companies are using these policies as a covert workforce reduction strategy. However, companies could face a talent crisis that hinders innovation and damages their reputation if the employees most likely to leave due to RTO policies are high performers or those who drive DEI.
What can be done:
For companies committed to the authenticated web, returning to office shouldn’t necessarily mean returning to outdated workplace norms. Here are some actionable suggestions to balance RTO policies with DEI and employee satisfaction goals:
Companies should follow Trip.com’s lead and implement A/B testing for workplace policies. Testing hybrid vs. full RTO models can reveal insights into productivity, retention, and well-being, allowing leaders to base decisions on data rather than assumptions.
Clarity is critical. Employees should know exactly when and why they are expected to be in the office. Clear guidelines prevent frustration and provide a roadmap for collaboration.
Hybrid work is not a deviation from workplace culture but an evolution. Leaders must embrace this mindset, viewing flexible work as an opportunity to build a more robust, inclusive organisational culture.
Organisations should track how hybrid or RTO policies affect underrepresented groups and DEI metrics. If mandatory RTO leads to higher turnover among these groups, it could signal a misalignment with DEI goals and a need for policy adjustments.
The future of work is being shaped right now. Companies that use the shift towards hybrid models to bolster inclusivity, support diversity, and prioritise employee well-being will be better positioned to attract top talent and remain resilient.
Leaders have an opportunity to redefine “premium” workplace culture—one that values diverse perspectives and embraces flexibility. The goal for businesses navigating this landscape should be to create a hybrid model that champions productivity and the people driving it forward.
Essential reading
- Perplexity’s CEO punts on defining ‘plagiarism’ (TechCrunch)
- Concerned about your data use? Here is the carbon footprint of an average day of emails, WhatsApps and more (The Guardian)
- Personalisation Done Right (Harvard Business Review)
- Traditional sellers in Vietnam still aren’t sold on e-commerce (Rest of World)
- Boeing Dismantles Diversity Team as Pressure Builds on New CEO (Bloomberg)