RTO Myths—Debunked

Think everyone is back in the office five days a week? Think again. Despite the headlines, only 29% of Fortune 100 companies require a full-time return, according to the Flex Index.

That means the “everyone’s back” narrative driving boardroom debates and policy memos is misleading. The reality is far more nuanced—and if workplace leaders misread it, they risk designing policies that frustrate employees, fuel turnover, and miss opportunities to optimize space.

Why does this matter for facilities and workplace managers? You need clarity to design workplaces and systems that actually work. That’s why in part one of our RTO Reality series, we cut through the noise and debunk the most persistent RTO myths—backed by Flex Index data, Gensler research, and real-world company examples—so you can lead your modern workforce with confidence.

Myth 1: “Most of the Fortune 100 are back full-time.”

Headlines often suggest corporate America has returned to the old normal. JLL recently reported that the majority of Fortune 100 employees are now subject to full-attendance requirements, with 54% fully in-office versus 41% hybrid.

However, multiple sources of data say differently. According to the Flex Index, only 29% of Fortune 100 companies mandate full-time return. The vast majority (70%) still maintain some form of flexibility, most commonly a structured hybrid model. Buildremote reported similar figures, with 23% of Fortune 100 companies having a five days in-office policy.

So why the discrepancy? Brian Elliott, CEO of Work Forward and former Google/Slack exec, explained that how everyone defines RTO may be different: “If you look at the Fortune 100, there are three companies (UPS, Amazon, and Walmart) that constitute a majority of Fortune 100 employees.”

Thus, looking at the percentage of all employees gives very different RTO numbers. 

For most companies, structured hybrid is the “middle path” between chaos and control. Employees are expected in the office for a set number of days (usually three), but have agency to choose which days. This blend of predictability and flexibility helps teams align without stifling autonomy.

Why does this matter? Because rigid, one-size-fits-all policies often clash with employee identity and lived experience. When managers instead implement structured hybrid approaches, they build trust and signal respect for employee needs, which strengthens compliance and engagement. 

Structured hybrid policies drive compliance more effectively than rigid mandates, with attendance rates nearly twice as high when predictability and autonomy are combined (Gartner). Employees with flexibility in when and where they work report higher engagement and lower burnout than those with rigid schedules (Gallup).

The takeaway: Full-time mandates are the minority; structured hybrid is the prevailing reality. For workplace managers, the real challenge isn’t cramming everyone in five days a week. It’s scaling structured flexibility in ways that keep operations smooth and spaces optimized. 

Skedda supports this by giving teams clarity around who’s in when, while still preserving choice. Teams with more flexible schedules have the ability to book hot desks, while those who need more permanent seating can benefit from assigned spaces. 

Myth 2: “If you mandate RTO, employees will comply.”

On paper, companies can demand people show up. In practice, employees have other ideas. Brian highlighted the compliance gap: over the past year, mandated office days rose by 10%, yet actual attendance increased just 0–3%.

This gap reveals more than defiance—it shows that policy without psychological buy-in is fragile. Employees weigh productivity trade-offs, commuting friction, and personal obligations. If mandates ignore these human realities, compliance erodes quietly. Some employees “badge in” without staying long. Others disengage altogether.

The risk extends to business outcomes. Disengagement drives turnover, which increases labor costs at the exact moment organizations are trying to control expenses. Gallup estimates that actively disengaged employees cost the U.S. economy $450–$550 billion annually in lost productivity—underscoring how expensive disengagement becomes when layered on top of rigid RTO policies. Leaders who rely on blunt mandates may feel in control, but the hidden costs often outweigh the perceived benefits.

That’s why visibility matters. Tools like Skedda’s Occupancy Tracking and QR code check-ins allow managers to see actual attendance patterns versus policy assumptions. With that insight, they can adjust policies to reflect reality and open dialogue with teams—closing the compliance gap in a way mandates alone cannot.

Myth 3: “Gen Z wants something totally different from everyone else.”

A common storyline is that Gen Z “doesn't want to work in an office anymore.” The truth is more nuanced. 

Gen Z actually prefers hybrid working models, valuing both flexibility and in-person time. Microsoft Work Trend Index found that 58% of Gen Z workers said they want hybrid arrangements, and Deloitte’s Gen Z & Millennial Survey highlighted that younger employees especially seek mentoring and visibility early in their careers.

Gensler’s global survey shows that across all generations, the top reasons to return are remarkably consistent: to focus, to collaborate, to socialize, and to learn. As Janet Pogue McLaurin, Global Director of Workplace Research at Gensler, puts it, “The differences between generations are narrowing.”

The implication? Policies built around generational stereotypes miss the point. What employees of all ages want is meaningful work experiences that support both productivity and connection.

This insight reinforces the “micro foundations” idea: engagement doesn’t come from targeting demographics, but from addressing universal psychological needs like identity, belonging, and growth. Leaders who recognize this create workplaces that feel inclusive, not divisive.

Workplace managers can operationalize this by using Skedda’s Space Attributes to designate areas for mentoring, deep focus, or collaboration. That way, employees of all ages can find the environments they need—without leadership making broad assumptions about “what Gen Z wants.”

Myth 4: “Mandates are the only way to create structure.”

When executives say “we need structure,” they often jump straight to mandates. But mandates aren’t the only way to bring order—they’re just the bluntest tool. And unfortunately, some organizations use mandates as a cover for layoffs. According to a BambooHR report, 25% of VP and C-suite executives and 18% of HR leaders admit they hoped for some voluntary turnover during an RTO. 

While some leaders tout RTO as a collaboration and productivity boost, research confirms that RTO mandates are layoffs in disguise.

Structured hybrid offers a smarter approach: set team-level expectations (e.g., three anchor days) but let employees choose which days fit best. Companies like NVIDIA, Atlassian, and Allstate have shown that flexible policies can deliver ROI by reducing turnover, preserving engagement, and still maintaining predictability. 

This isn’t a soft benefit. According to SHRM, turnover costs alone can equal 50–200% of an employee’s salary, meaning flexible policies protect both people and margins. And that’s not the only way flexible policies benefit companies. Schedule flexibility can lead to higher employee productivity. According to the Future Forum Pulse, workers with schedule flexibility reported 29% higher productivity and 53% greater ability to focus compared to those without flexibility.

From a human perspective, structured hybrid respects employee identity and autonomy while still supporting team alignment. It creates psychological safety by giving people a voice in how policies play out day to day.

Facilities leaders don’t have to sacrifice order for flexibility. With Skedda’s Slack and Microsoft integrations and scheduling features, teams can coordinate anchor days and book space in advance—so managers get predictability without needing to micromanage.

Myth 5: “RTO is just about attendance.”

The myth that return-to-office policies are measured in headcount misses the point entirely. The goal of RTO isn’t filling desks—it’s creating an experience that supports focus, collaboration, and growth. 

The success of any hybrid work policy depends on micro foundations: employee identity, emotional well-being, and psychological safety. When these human factors are ignored, no mandate can manufacture engagement.

Take the federal sector. Political mandates have pushed government workers back to the office, but without attention to dialogue, emotional support, and diverse employee needs, the result is predictable: disengagement, attrition, and rising costs. OPM data have shown that in agencies where strict federal RTO mandates were enforced, voluntary quit rates increased. 

Even in the private sector, the risk is real. McKinsey research has found that more than half of employees cite lack of workplace flexibility as a key reason for considering leaving their jobs—evidence that rigid policies amplify turnover risks and organizational costs. 

In addition to higher turnover rates, strict RTO policies can actually hurt productivity. U.S. worker productivity fell in the first quarter of 2023 for the first time in nearly three years since the pandemic (Reuters). Forcing employees into rigid RTO arrangements at a time when productivity is already fragile could compound the problem rather than solve it, draining morale and inflating expenses.

Hybrid models have endured because employees discovered arrangements that fit their lives while sustaining productivity. This durability suggests that organizations that listen to employees and adapt to micro-level needs are more resilient than those that rely on blunt, top-down directives.

Moving Forward With Research

The path forward isn’t about choosing between “hybrid” or “in-office.” It’s about re-centering work policies on everyday employee experience. Policies succeed when people see them as meaningful, supportive, and aligned with their identity at work.

For facilities and workplace managers, that means designing environments and systems that respond to how employees actually work—not just where they sit. When employees trust the system, they invest more of themselves in their work.

By tracking how spaces are really used, you can align investments with what employees find valuable, foster the kinds of interactions that boost morale, and prove to leadership that your workplace strategy is driving both engagement and performance.

Book a demo to see how Skedda can help you make your office a destination—not a mandate.

Frequently Asked Questions

What percentage of Fortune 100 companies require full-time office return?

Only 29% of Fortune 100 Companies require full-time office return, according to the Flex Index. This data challenges the popular belief that corporate America has already shifted back to five-day office weeks. For facilities managers, it’s a reminder that full-time RTO policies are the exception, not the norm—and that benchmarking against Fortune 100 peers means considering hybrid approaches, not just rigid mandates.

What percentage of Fortune 100 companies still offer flexibility?

About 70% of Fortune 100 companies still provide some form of flexibility in their return-to-office (RTO) policies. The most common approach is a structured hybrid work model, where employees are asked to be in the office a set number of days (often three) but have choice over which days. This blend of predictability and autonomy helps organizations balance collaboration needs with employee well-being—something facilities managers can directly support by optimizing spaces for flexible use.

What is structured hybrid work?

Structured hybrid work combines predictable in-office expectations (e.g., three anchor days per week) with employee choice about which specific days they attend. This approach provides enough structure for teams to coordinate while still giving individuals autonomy over their schedules. Research from Gartner shows that structured hybrid drives nearly 2x higher attendance rates compared to rigid mandates, because it respects both business needs and employee preferences.

Why do RTO mandates fail?

RTO mandates often fail because they ignore the human side of work—employee identity, emotions, and psychological well-being. Studies show that when employees feel forced back without dialogue or flexibility, compliance drops and disengagement rises. Gallup estimates disengaged employees cost the U.S. economy $450–$550 billion annually in lost productivity. SHRM reports that replacing a single employee can cost 50–200% of their salary. The lesson for leaders: top-down mandates may look good on paper, but without trust and employee voice, they create more problems than they solve.

How does Gen Z view hybrid work?

Gen Z’s preferences look a lot like everyone else’s: they want the office for focus, collaboration, socializing, and learning. But surveys show Gen Z especially values mentoring and visibility as they start their careers. Microsoft’s Work Trend Index found that 58% of Gen Z employees prefer hybrid work arrangements, while Deloitte’s Gen Z & Millennial Survey highlights their desire for career development and coaching. For facilities managers, this means creating spaces that support both heads-down work and informal learning opportunities—mentoring zones, team clusters, and collaborative hubs all play a role.