RTO Report Card: 7 Failed It, 7 Nailed It

The post-pandemic world has redefined what “the workplace” means. As organizations push forward with return-to-office (RTO) policies, the results have been… mixed, to say the least. While some companies have gracefully transitioned into new hybrid or flexible models, others have found themselves the subject of petitions, walkouts, or worse—viral social media rants.

If you’re a business leader, HR executive, or an IT / facilities leader navigating your own RTO journey, learning from real-world wins and fails can help you avoid costly missteps and build a strategy that sticks.

We’ve seen firsthand how the right RTO strategy can lead to stronger cultures, higher productivity, and happier teams. And we’ve also seen...well, the opposite.

Let’s dive into the report card: who got RTO right, who failed at it, and what your team can learn from both.

How the RTO Report Card Works

To make sense of the wide range of RTO strategies, we’ve graded each company using a standardized report card based on four core criteria:

1. Policy Design – How thoughtfully was the RTO policy structured? Did it account for different roles, flexibility, and business context?
2. Execution & Communication – Was the rollout smooth, transparent, and aligned with employee expectations?
3. Tech Enablement – Did the company provide adequate digital tools, platforms, and support to make hybrid or in-office work seamless?
4. Employee Experience & ROI – Did employees respond positively? Was there measurable or perceived value in terms of morale, retention, or performance?

Each organization receives an overall letter grade (A to F) based on how well they balanced all four dimensions.

1. JPMorgan Chase – Grade: D

JPMorgan Chase has mandated a full return to the office for most of its employees, requiring them to be in the office five days a week. This policy, which took effect in March, ended the hybrid work arrangements some had during the pandemic.

Report Card: D

Why the grade? 

1. Policy Design: ❌ One-size-fits-all, rigid full-time RTO policy.
2. Execution & Communication: ❌ Disabled internal comments after backlash; leadership dismissed employee concerns.
3. Tech Enablement: ❌ No standout tools or systems introduced to support hybrid or in-office collaboration, no notable use of desk or meeting room booking tools.
4. Employee Experience & ROI: ❌ Over 950 employees signed a petition in protest.

The firm’s top-down approach and resistance to feedback created a toxic narrative. The policy was clear, but the execution was rigid and dismissive. Over 950 employees signed a petition against the mandate. Leadership’s refusal to engage in dialogue only deepened the divide. The company ignored employee feedback and shut down internal comments after backlash. The only reason it’s not an F is because they had a clear policy—but clarity without empathy doesn’t cut it.

2. Dell – Grade: D

Dell implemented a company-wide RTO policy, requiring employees who live within an hour of a Dell office to work onsite five days a week. This policy effectively eliminates the hybrid work model that was previously in place, and it applies to most employees, with limited exceptions for those living further away. Employees who choose to remain remote may not be eligible for promotions.

Report Card: D

Why the grade?

1. Policy Design: ❌ A complete reversal from their previous stance on remote work.
2. Execution & Communication: ❌ Communicated with limited notice with reports that remote workers are now ineligible for promotions.
3. Tech Enablement: ⚠️ Historically strong, but trust in tech flexibility eroded with stricter mandates, plus no mention of modern desk or space booking systems.
4. Employee Experience & ROI: ❌ Employee morale has declined, a significant drop in satisfaction, and increased attrition.

Dell’s recent return-to-office pivot—despite still supporting hybrid options—has caused friction. The tech giant’s decision to enforce a strict RTO policy, despite previously championing remote work, has undermined employee trust and satisfaction. The lack of clear communication and consideration for employee needs has resulted in a negative impact on morale and retention. 

3. Amazon – Grade: D+

Amazon’s RTO policy requires most corporate employees to work from the office five days a week. This policy, initially set to begin in January, has been delayed for some employees due to space limitations in certain cities.

Report Card: D+

Why the grade? 

1. Policy Design: ❌ Required five in-office days without infrastructure planning.
2. Execution & Communication: ❌ Resulted in overcrowded offices, protests, and poor morale.
3. Tech Enablement: ⚠️  Some strong internal tools, but space and desk booking logistics failed execution.
4. Employee Experience & ROI: ❌ Led to protests, walkouts, and internal frustration.

The retail giant required five days in the office without ensuring adequate desk space. The disconnect between policy and preparation sparked employee protests and walkouts. Amazon’s lack of preparation and transparency led to one of the most visibly chaotic RTO efforts among tech giants and is viewed as a massive operational failure.

4. Walmart – Grade: C-

Walmart implemented an RTO policy that requires many remote employees, particularly those in smaller offices, to relocate to specific corporate hubs. Employees who cannot or choose not to relocate may face job losses, with some reports indicating hundreds of corporate layoffs.

Report Card: C-

Why the grade?

1. Policy Design: ⚠️ Abrupt policy change from remote to full in-office for tech teams, though some employees can work remotely part-time with majority in-office workweek.
2. Execution & Communication: ❌ Sudden shift with limited transitional support or relocation assistance.
3. Tech Enablement: ⚠️ Robust tech stack but not adapted for RTO approach, with no clear desk booking or resource scheduling system implemented.
4. Employee Experience & ROI: ❌ Sparked attrition as remote employees opted to leave.

Some employees have expressed concerns and frustrations, particularly regarding the abruptness of the policy and the challenges of relocation. The sudden shift felt like a bait-and-switch to employees who had been hired with the expectation of working remotely. Many chose to leave rather than relocate. The execution lacked empathy and foresight.

5. WPP – Grade: C-

WPP’s updated RTO policy requires employees to work from the office four days a week and on two Fridays each month, starting in April. This policy change increased the previous requirement of three days per week.

Report Card: C-

Why the grade?

1. Policy Design: ⚠️ Mandated 4 in-office days without prior input from employees.
2. Execution & Communication: ❌ Rolled out top-down with little engagement.
3. Tech Enablement: ⚠️ Implemented secure cloud-based creative platforms, but no evidence of hybrid collaboration or desk booking tools.
4. Employee Experience & ROI: ❌ 7,500+ signed a petition; stock fell 8% after the announcement.

This policy shift impacted approximately 114,000 employees globally and has sparked controversy among employees, with some launching a petition to revoke the mandate. The lack of engagement and transparency resulted in plummeting morale. Soon after the announcement, the company’s share price dropped by 8%. Employee sentiment isn’t just a “soft metric”—it’s business-critical.

6. Starbucks – Grade: C-

Starbucks is enforcing a four-day-a-week in-office policy starting in September 2025. The previous policy was three days a week for corporate employees, with non-compliance resulting in disciplinary actions and potentially termination. A new “standardized process” is used to track and enforce the policy.

Report Card: C-

Why the grade?

1. ‍Policy Design:  ⚠️ Recently escalated to a four-day in-office requirement—the fourth mandate in two years. ‍
2. Execution & Communication: ❌ Repeated mandates, shifting expectations, and a standardized tracking process created uncertainty and fatigue.‍
3. Tech Enablement: ⚠️ Basic tools in place, but not central to the RTO approach, with no focus on workspace scheduling systems.‍
4. Employee Experience & ROI: ❌ Mixed reactions internally; some employees expressed dissatisfaction with abrupt changes.

Starbucks attempted to revive its in-office culture by mandating that corporate employees return to the office on a part-time basis. The most recent—requiring four days in-office—marks the fourth policy change in two years. While the intent was to strengthen collaboration, the rollout lacked transparency and didn’t fully account for employee sentiment. It’s a step in the right direction, but it feels more like a beta test than a refined solution.

7. Goldman Sachs – Grade: C

Goldman Sachs has a strict RTO policy that was implemented in June 2021, requiring employees to work in the office five days a week. While some flexibility may be available for certain situations, the overall expectation is for full-time, in-office work.

Report Card: C

Why the grade?

1. Policy Design: ❌ Mandated full-time office presence for most roles, reinforcing a legacy office culture. 
2. Tech Enablement: ⚠️ Enterprise-grade infrastructure supports in-office collaboration, but little emphasis on hybrid flexibility or workspace booking tools. 
3. Execution & Communication: ⚠️ Communicated clearly by leadership, but perceived as rigid and out of step with industry peers. 
4. Employee Experience & ROI: ❌ Mixed satisfaction; some top talent departures attributed to inflexibility.

Goldman Sachs has stuck to its traditional office-centric model. While execution was clear and aligned with leadership values, the lack of flexibility and failure to adapt to post-pandemic expectations has cost the company in morale and retention.

8. Citigroup – Grade: B

Unlike many other banks (looking at you, Chase), Citigroup is maintaining a hybrid work policy that allows most employees to work remotely for up to two days a week. The company views this hybrid approach as a competitive advantage in attracting and retaining talent.

Report Card: B

Why the grade?

1. Policy Design: ✅ Citigroup’s hybrid model is designed to attract top talent by promoting flexibility.
2. Execution & Communication: ⚠️ While leadership messaging is strong, departmental implementation has been inconsistent.
3. Tech Enablement: ⚠️ Adequate tools exist, though limited visibility into any centralized scheduling or booking systems.
4. Employee Experience & ROI: ⚠️ There’s potential for long-term ROI, but uneven execution has limited immediate impact.

Citigroup stands out for its leadership messaging and strategic intent, with a forward-thinking approach that aims to make flexibility a talent magnet. However, inconsistent execution across departments has held the company back from a higher grade. With more cohesive implementation, Citi could become a standout success story.

9. Vermeer Corporation – Grade: B+

Vermeer Corporation does not have a strict RTO policy that mandates specific days in the office for all employees. Instead, they’ve implemented a flexible approach with three work location classifications: Onsite, Hybrid, and Remote.

Report Card: B+

Why the grade?

1. Policy Design: ✅ Onsite childcare tailored for shift workers.
2. Execution & Communication: ✅ Designed for accessibility and inclusion.
3. Tech Enablement: ⚠️ Moderate reliance on physical presence, with minimal use of room or desk reservation systems.
4. Employee Experience & ROI: ✅ Boosted retention and made RTO viable for working parents.

Vermeer’s policy is based on research, benchmarking, and feedback from team members. The company emphasizes employee support, including a comprehensive benefits package that offers paid time off, volunteer time off, and onsite resources such as childcare and medical clinics. Even roles requiring a strong onsite presence offer hybrid work options, allowing employees to work remotely when needed. This move helped them retain talent and support work-life balance.

10. Cisco – Grade: A-

Cisco is transitioning to a hybrid work model with a flexible RTO policy, allowing employees to choose how frequently they come to the office. While the company is encouraging more in-office presence for career growth, it also acknowledges the importance of employee autonomy and flexibility in the hybrid work environment.

Report Card: A-

Why the grade?

1. Policy Design: ✅ Hybrid-first with emphasis on team-based flexibility.
2. Execution & Communication: ✅ Data-driven approach to optimizing workspace.
3. Tech Enablement: ✅ Deep integration of Cisco’s own networking, video conferencing, and workplace analytics tools, including native tools for space reservations and meeting room scheduling.
4. Employee Experience & ROI: ⚠️ Enhanced collaboration with measurable productivity gains, though RTO strategy feels more infrastructure-led than culture-led.

Cisco’s approach emphasizes building trust and clear communication regarding RTO policies. The company offers various hybrid work models, enabling employees to select the best fit for their individual needs and preferences. Cisco used workplace analytics to create flexible, purpose-driven spaces. Their hybrid model feels intentional, not improvised.

“If leaders get hybrid work right, RTO doesn’t have to mean draconian policies, rigid workweeks, or uninspiring spaces. Getting hybrid work right isn’t easy though.” - Cisco in a press release for its 2025 Global Hybrid Work Study

11. Dropbox – Grade: A-

Dropbox’s “virtual first” approach is based on trust and flexibility. Adopted in 2020, the model consists of a 90/10 rule where employees work remotely 90% of the time and have in-person gatherings for the remaining 10%. These gatherings are for focused work sessions, team-building activities, and other events that benefit face-to-face interaction.

Report Card: A-

Why the grade? 

1. Policy Design: ✅ Introduced the "Virtual First" policy, making remote work the primary experience.
2. Execution & Communication: ✅ Rolled out with clear strategy, revamped offices into collaborative studios, and transparent leadership alignment.
3. Tech Enablement: ✅ Revamped office spaces and strong virtual collaboration infrastructure, including systems for collaborative space booking.
4. Employee Experience & ROI: ⚠️ High employee satisfaction and strong alignment with company culture and product mission, though some roles still face friction balancing remote work with collaboration needs.

Dropbox leaned into remote work with clarity and consistency, creating a model that treats in-office time as intentional and collaborative. While not perfect for all roles, the company’s commitment to "virtual first" has made it a leader in distributed team success.

12. Atlassian – Grade: A

Atlassian’s approach to RTO is centered on its “Team Anywhere” policy, which prioritizes employee flexibility and distributed work. This policy allows employees to work from anywhere that Atlassian has a legal entity. Atlassian does not have a full-time RTO policy and instead embraces a distributed work model, with opportunities for teams to gather in person periodically. 

Report Card: A

Why the grade?

1. Policy Design: ✅ Remote-first by default, but creates opportunities for teams to gather in person.
2. Execution & Communication: ✅ Empowered teams with clear guidance and autonomy.
3. Tech Enablement: ✅ Extensive use of collaboration tools supports async and remote work effectively, with streamlined desk and meeting room bookings.
4. Employee Experience & ROI: ✅ High retention, strong morale, global talent access.

Atlassian’s trust-first culture empowered employees and boosted retention. Rather than forcing a one-size-fits-all mandate, they doubled down on flexibility—and it worked. Employees have the autonomy to decide where they work best, fostering a sense of ownership and control over their work environment. Teams may gather in offices for specific projects or team bonding experiences. Atlassian uses data and research to understand the impact of its work model on employee satisfaction and business outcomes. 

13. Airbnb – Grade: A

Airbnb’s approach to RTO is centered around a “Live and Work Anywhere” policy, allowing employees to work remotely from anywhere in the world, with some in-person requirements. Employees can work from home or an Airbnb office, and relocate within their country of employment without salary changes. Regular in-person gatherings are a key component, with employees expected to meet up for team gatherings.

Report Card: A

Why the grade?

1. Policy Design: ✅ “Live and work anywhere” approach.
2. Execution & Communication: ✅ Widely praised, with global policy clarity.
3. Tech Enablement: ✅ High investment in cloud-based systems and global collaboration tools, plus intentional use of shared meeting spaces and booking tools.
4. Employee Experience & ROI: ✅ Strong employer brand and global team cohesion.

The policy aligned perfectly with Airbnb’s brand ethos, aiming to strike a balance between the benefits of remote work and the need for team collaboration and alignment through in-person interactions and coordinated activities. It also expanded their talent pool and strengthened internal engagement.

14. Zillow – Grade: A

Zillow has embraced a flexible work model, allowing employees to work from anywhere, with a focus on where they are most productive. The company recognizes the importance of in-person interaction and schedules regular gatherings on a “Z-retreat” calendar for teams to collaborate and build relationships. 

Report Card: A

Why the grade?

1. Policy Design: ✅ Declared remote-first early and stuck to it.
2. Execution & Communication: ✅ Consistent internal and external messaging.
3. Tech Enablement: ✅ Strong tech stack supports distributed workflows and collaboration seamlessly, including flexible desk-sharing practices and scheduling tools.
4. Employee Experience & ROI: ✅ Attracted diverse talent and maintained strong culture.

Zillow didn’t just allow remote work—they built it into their long-term talent strategy. That consistency made them a top employer for distributed teams. Zillow has strategically downsized its office spaces, focusing on a few major hubs while maintaining in-person gatherings. This approach, known as CloudHQ, has led to increased job applications, improved employee retention, and reduced real estate costs. 

What the Data Says: RTO Isn’t About Mandates, It’s About Meaning

Across the board, successful RTO strategies share a common theme: they prioritize people.

Key themes from the winners:

• Trust your employees to make smart choices.
• Provide practical support (e.g., childcare, flexible hours).
• Use data to plan office space usage, not guesswork.
• Communicate expectations clearly, and gather feedback regularly.

The wrong way? Rushing back to pre-pandemic norms without assessing what your team needs. As Allyns Melendez, CEO and founder of HR Transformed, said at SHRM 2025: “Why do we keep trying to copy and paste 2019 into 2025 all of the time? The rules have changed in the workplace. Return to office doesn’t equal rewind.”

When people are given autonomy and purpose, they want to return to the office—but on their terms. Successful companies are now redesigning their space usage based on employee preferences, team rhythms, and productivity patterns.

“Why do we keep trying to copy and paste 2019 into 2025 all of the time? The rules have changed in the workplace. Return to office doesn’t equal rewind.” - Allyns Melendez, CEO and founder of HR Transformed

Making Workspaces Worth Returning To

From CEO soundbites that sparked rebellions to companies that made remote work a brand advantage, the RTO landscape has been anything but boring. But it has been revealing. 

RTO done wrong can cost you talent, trust, and time. RTO done right? It can energize your workforce and reinforce your culture.

At Skedda, we believe the office should be a magnet, not a mandate. We help organizations make their spaces more dynamic, collaborative, and employee-friendly—so coming in feels less like an obligation and more like an opportunity.

By using data to optimize desk usage, meeting room availability, and hybrid team scheduling, our customers can:

• Avoid space shortages (looking at you, Amazon)
• Roll out RTO gradually and strategically
• Build trust through transparency
• Support flexibility with smart tools

We’ve seen companies transform their office culture just by getting intentional about how they manage their physical space. If you’re thinking about your RTO plan, let us help you get it right.

Book a demo with a Skedda workplace expert to see how you can create a return-to-office experience that your team actually loves.