Issue 16

Slightly Heavy on the RTO This Issue

Author

Chris Hagood
December 19, 2024 • Estimated Reading Time: 9 minutes

Table of Contents

Opening Salvo

Last week, I mentioned the murder of UNH CEO Brian Thompson and the complexities surrounding public opinion. Then this survey result came out to underscore the point. Again, I think it’s a wild result, but I’d be lying if I said I was shocked at the sentiment.

Did You See This?

Lessons Learned: How to Rebuild Trust After RTO Blunders

The return-to-office (RTO) experiment has been a rocky road for many companies. According to WorkLife, several organizations learned the hard way that forcing employees back without clear purpose leads to disengagement, turnover, and public backlash. In 2025, leaders must rethink RTO not as a mandate but as a strategy that blends flexibility with meaningful in-person collaboration.

Where RTO Went Wrong

  • Rigid Mandates Backfired: Companies that enforced strict RTO policies without explaining why employees needed to return faced significant resistance. Many learned that presence alone doesn’t equal productivity.

  • Misaligned Leadership Behavior: Some senior leaders demanded in-office attendance while working remotely themselves, undermining trust and exposing double standards.

  • Neglecting Flexibility: Organizations that failed to accommodate hybrid schedules experienced higher turnover. Employees now expect flexibility, not as a perk but as a standard.

What Needs to Change in 2025

  1. Make Office Time Intentional: Redesign in-person work around team collaboration, creative brainstorming, and key client engagements—not administrative tasks employees can do remotely.

  2. Lead by Example: If leaders expect employees in the office, they must be present too. Visibility from top management builds trust and signals shared commitment.

  3. Communicate the Why: Employees are more likely to comply when they understand why in-person work matters. Companies must clearly link RTO policies to business goals like innovation and culture-building.

RTO isn’t about where work happens—it’s about how it gets done. Leaders who recognize this and adapt accordingly will foster trust, improve engagement, and strengthen their organizations. The lesson from past failures is simple: RTO should be a purposeful strategy, not a power play.

The Politics of Presence: Will Remote Work Survive in the Federal Government?

The Rise of Tailored Benefits: Meeting Employee Needs in 2025

Talent Management 101 (TM101)

Neurodiversity refers to the natural variation in how people’s brains function, influencing how they think, learn, and interact with the world. It includes conditions such as autism spectrum disorder (ASD), ADHD, dyslexia, dyspraxia, and more. In the workplace, embracing neurodiversity means recognizing that individuals with different cognitive profiles bring unique strengths that can enhance team performance, innovation, and problem-solving.

Why Neurodiversity Matters in the Workplace

  1. Diverse Thinking and Innovation: Employees who think differently can approach problems from unique perspectives, driving creativity and innovation. For example, individuals with ADHD may excel in fast-paced, high-energy environments, while employees with autism might thrive in roles requiring precision and focus.

  2. Talent Potential: By expanding hiring practices to be more inclusive, companies can access a largely untapped talent pool. Studies show that neurodivergent employees can excel in technology, design, research, and operational roles when supported appropriately.

  3. Enhanced Problem-Solving: Diverse cognitive approaches can help teams break free from groupthink. Teams with neurodivergent members are often better equipped to identify novel solutions because of their varied ways of processing information.

  4. Inclusive Workplace Culture: Organizations that value neurodiversity build a culture of acceptance, reducing stigma and promoting psychological safety. This inclusivity can improve employee morale and job satisfaction across the entire workforce.

How Companies Can Support Neurodivergent Employees

  1. Adjust Hiring Practices:

    • Use skills-based assessments rather than traditional interviews, which may disadvantage neurodivergent candidates.

    • Offer clear job descriptions with straightforward requirements.

  2. Create Supportive Work Environments:

    • Provide flexible workspaces with quiet areas or sensory accommodations.

    • Allow remote or hybrid work when possible.

  3. Offer Targeted Training:

    • Train managers and teams on neurodiversity awareness and how to create inclusive environments.

  4. Individualized Development Plans:

    • Offer personalized career growth paths that match employees’ strengths and learning styles.

Recognizing and supporting neurodiversity isn’t just about meeting diversity goals—it’s about unlocking potential. By fostering an inclusive workplace where every cognitive style is valued, businesses can improve productivity, drive innovation, and create a positive employee experience.

The Plug

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