What return to office mandates are getting wrong about employee motivation

Ubisoft has announced that it intends to bring all employees back into the office five days a week, with an annual allowance of work-from-home days. Similarly, the Financial Conduct Authority has told thousands of employees to step up their return to the office. However, organisations that are implementing return-to-office mandates often assume that presence equals productivity or engagement. In reality, they are missing the deeper drivers of employee motivation. 

It should be noted that people don’t disengage because they’re remote, they disengage when work feels inflexible, unrecognised, or disconnected from their needs.  Because of this, these mandates can breed resentment, erode trust, and even increase turnover. Motivation isn’t about physical attendance, it’s about feeling seen, rewarded, and empowered wherever work happens. So, what are these companies getting wrong, and where they should direct their attention?

What really matters?
While in-person collaboration can of course bring many benefits, motivation is more closely tied to how valued and rewarded employees feel. Factors such as fair pay, meaningful benefits, clear recognition for good work, and well-designed incentives often have a much stronger impact on engagement.  Employees who see their contributions acknowledged, whether that’s through financial rewards, career opportunities, or simple, consistent recognition, are more likely to stay motivated than those whose presence is prioritised over their wellbeing or achievements.  Rather than focusing mainly on office attendance, organisations would benefit from investing in competitive reward packages, thoughtful recognition programmes, and benefits that genuinely support employees’ lives and goals.

Implementing a reward and recognition strategy 
When employers feel motivation is slipping, it can be more effective to strengthen reward and recognition strategies before reconsidering flexible working arrangements. This might include reviewing pay competitiveness, introducing meaningful incentives, recognising achievements more consistently, and ensuring benefits genuinely support employees’ wellbeing and work-life balance.  Regular feedback, visible appreciation from leadership, and clear links between performance and reward can help employees feel valued and engaged. By focusing first on how people are acknowledged, supported, and rewarded, rather than reducing flexibility, organisations are more likely to rebuild motivation while preserving trust and morale.

How employees want to be recognised
Today’s workforce spans multiple generations, life stages, and personal circumstances. A single, uniform offering cannot meet such varied needs. Modern benefits schemes are therefore shifting away from fixed checklists towards more flexible frameworks that allow employees to access support that feels relevant to them at different points in their lives.

This evolution also reflects a broader shift in what employees value. Benefits that contribute to personal development, meaningful recognition, and genuine wellbeing now play a far greater role in shaping how people experience work. Because of this shift, we’re seeing employee benefits move towards life-stage-centric support. Rather than targeting benefits by age, this approach recognises that employees’ priorities evolve over time.

Early-career employees may value experiences that build confidence and connection, while mid-career professionals often prioritise flexibility, family support, and wellbeing. Later in their careers, employees may appreciate benefits that recognise long-term contribution or support meaningful life transitions. Offering choice across these stages allows organisations to support individuals without making assumptions about what they need.

But that’s not all. Employee retention remains a significant challenge, prompting organisations to strengthen recognition and engagement strategies through loyalty bonuses, meaningful long-service awards, and personalised rewards that create memorable experiences. At the same time, employees increasingly expect investment in their development, with strong learning programmes offering tailored pathways, a balance of technical and leadership skills, wellbeing-focused growth, and clear career progression. 

Workplace wellbeing remains a priority, particularly when support is practical and accessible. Financial wellbeing initiatives such as education, budgeting help, and savings resources are becoming essential as many employees report money-related stress.  Clearly, today’s diverse workforce requires more flexible employee benefits that reflect different life stages, priorities, and personal circumstances rather than a one-size-fits-all approach. 

What happens if we remove flexibility 
Eliminating the flexibility to work from home can have significant consequences for both employee engagement and organisational performance. In fact, a 2025 survey found that around 34% of UK workers said they would quit their job if the option to work from home was removed. Many employees now expect hybrid or remote options as part of their work experience, and, while well intentioned, removing them can lead to decreased morale, lower productivity, and higher turnover. It could particularly affect those with caregiving responsibilities, health considerations, or long commutes, creating stress and reducing work-life balance. 

Organisations risk losing talent to competitors who offer more flexible arrangements, while also weakening inclusivity and employee satisfaction. Research consistently shows that flexibility is a key driver of retention, engagement, and overall wellbeing, meaning that removing it could undermine the broader benefits of recognition, development, and wellbeing programmes.

So, what now?
Overall, employee motivation and engagement are driven less by physical presence and more by feeling valued, supported, and recognised. Mandates to return to the office, if implemented without consideration of employee needs, risk eroding trust, increasing turnover, and undermining wellbeing. 

Instead, organisations should look at prioritising flexible, life-stage-sensitive benefits, meaningful recognition, and robust reward and development programmes that reflect the diverse needs of their workforce. Maintaining flexibility, particularly around remote and hybrid working is a critical component of retention, productivity, and overall engagement. By switching to focus to how employees are acknowledged, empowered, and supported at work, rather than the location in which they work from, companies will consequently strengthen loyalty, morale, and long-term organisational success.