The conversation around returning to the office often centers on productivity and collaboration, but the impact on mental health is equally, if not more, significant. The shift to remote work during the pandemic brought its own set of challenges and, for some, benefits. Now, as organizations explore various return-to-office strategies, it’s vital to consider how these models affect the mental well-being of employees.
One of the key mental health benefits of a structured return to the office is the fostering of social connections. We humans are inherently social creatures, and the spontaneous interactions and sense of belonging that can arise from working in a shared physical space are crucial for mental well-being. For some, a structured return enhances mental health by fostering these connections. For example, social isolation during the pandemic exacerbated both mental health issues and substance use disorder for many.
I recognize the desire for connection and understand that bringing people back to the office is about continuing to build on culture and fostering better teamwork. I’ve always—throughout my career—been energized by collaboration that in-person teams create. I believe in it—though now, after the remote times of the COVID pandemic, I understand as a leader how important flexibility is, too.
A sense of routine is another mental health advantage of returning to the office. For some, the structure of a regular commute and a dedicated workspace helps establish clearer boundaries between work and personal life, reducing the “always on” feeling that often accompanies remote work. For example, one study showed that employees felt the need to answer email “immediately” a majority of the time in the remote era. Perhaps because many managers believed remote work would negatively affect productivity, this created a cycle in which employees tried to over-compensate.
Today I know it’s essential to strike a balance between the mental health benefits of in-office work and the flexibility that many employees have come to value. I acknowledge the resistance some employees feel toward a full return, as they question whether being in the office every day is truly necessary.
For this reason, many companies—including mine—are focusing on hybrid models that blend in-office work with remote options. This approach provides the benefits of in-person interaction while preserving autonomy and flexibility, which are essential for supporting mental well-being. We have adopted a hub strategy with smaller offices and do not mandate specific in-office days, recognizing that sitting at a desk on Zoom isn’t necessarily more productive than doing so from home.
Employers can further support mental health during this transition by designating mental health spaces within the office—quiet areas for relaxation, mindfulness, or private conversations. They should also address commuting stress, which can be a significant source of anxiety for some employees. Flexible start and end times or subsidies for public transportation could make a meaningful difference.
I also try to keep in mind that the experience of remote work and the desire to return to the office vary across different demographics. While newer employees often appreciate the in-office connection, multitaskers, caregivers, and parents may need more flexibility. This highlights the importance of leaders being mindful of diverse employee needs when shaping return-to-office policies.
Ultimately, a successful return-to-office strategy that prioritizes mental health requires ongoing dialogue between leadership and employees. It’s not about blanket mandates but about creating more thoughtful, nuanced approaches that respect the varying needs and preferences of the workforce. By emphasizing choice, control, and mental resilience, as well as trust and connection, companies can navigate this transition in a way that supports long-term well-being and productivity. The goal should be to create an environment where employees can thrive—both mentally and professionally.
