The Workplace Power Shift: Are Employees Dictating Work Conditions?

For decades, employers held firm control over workplace policies—where, when, and how employees worked. But today, that power dynamic is shifting. Employees, particularly in industries where remote work is feasible, are signaling that flexibility is no longer just a perk but a requirement. With businesses pushing for a return to office while workers push back, the question remains: who really has the upper hand? Are employees now dictating work conditions, or are companies still in control? Let’s find out in this second installment of our blog series on employee culture and engagement.

Pushing the Return-to-Office Policy

The return-to-office (RTO) movement is gaining momentum—but not always by choice. Over the past year, companies have started enforcing stricter in-office mandates, with some taking cues from an executive order requiring federal employees to return to their offices.

• A recent survey found that 35% of businesses admitted Trump’s executive order influenced their return-to-office policies.
• 27% of companies expect to be fully in-office by the end of 2025.

However, the push for RTO isn’t just about following government directives; economics also play a role.

• Many companies are sitting on long-term office leases and see RTO policies as a way to justify these real estate costs.
• Some cities and commercial districts rely on office workers to sustain businesses like restaurants, retail, and transit services. Companies in these areas may feel external pressure to bring employees back.

But a deeper motivation may be at play—businesses aren’t just bringing employees back to fill desks; they’re hoping to rebuild workplace culture and engagement that may have eroded in the remote era.

• Managers argue that in-person interactions foster better collaboration, innovation, and mentorship—elements they believe are harder to replicate in remote settings. There’s concern that long-term remote work weakens team bonds, slows knowledge-sharing, and limits professional development opportunities.
• Some companies report a decline in productivity and engagement, particularly among younger or less experienced employees who may need more hands-on supervision and real-time feedback.

Many businesses that initially embraced hybrid work are now rolling back flexibility, requiring employees to be in the office four or five days a week. The reasons behind this shift vary but ultimately, companies are reinforcing their authority in shaping workplace norms—signaling that flexibility has limits.

Office FOMO: Are In-Office Employees Getting the Better Deal?

To support RTO orders, nearly 60% of businesses are now offering salary premiums of up to 20% for employees who commit to full-time, in-office work. 72% of managers say they advocate to boost salaries for in-person workers. The message is clear—companies want people back in the office and are willing to pay for it. But does this mean in-office employees are getting the better deal? With salaries rising for in-office workers, those who choose to stay remote might eventually face wage stagnation or fewer growth opportunities including:

• Greater access to leadership – In-office employees have more opportunities for casual interactions with executives, which can lead to better visibility for promotions and career growth.
• Spontaneous networking and mentorship – Face-to-face conversations, impromptu meetings, and informal team discussions can foster stronger professional relationships.
• Perceived higher engagement – Managers may subconsciously favor in-office workers for key projects and leadership roles simply because they see them more often.
• Stronger integration into company culture – Employees who are physically present may have an easier time staying aligned with company values, social events, and internal dynamics.
• More involvement in decision-making – Being in the office allows employees to participate in last-minute meetings, brainstorming sessions, and critical conversations that remote workers might miss.

With these benefits, it’s easy to see why some employees might fear missing out (Office FOMO) if they choose to stay remote. However, in-office work isn’t necessarily a win-win situation. Some employees feel that the trade-offs—losing flexibility, enduring commutes, and adjusting to rigid schedules—outweigh the benefits.

Office JOMO: Are Remote Workers Really Missing Out?

One thing about the pandemic—it proved that remote work is feasible. And the thing about remote work? It proved that employees don’t need to be physically present to be productive. Sure, there were concerns over quiet quitting and maintaining engagement, but overall, remote work functioned better than many executives expected.

Yet, as companies push for office returns, an interesting shift is happening—many employees remain unmoved by the incentives. Recent research found that remote workers are willing to take pay cuts of up to 25% just to stay remote. This is three to five times higher than previous estimates, revealing that the desire for flexibility isn’t just about convenience and avoiding a commute—it’s about lifestyle choices with unquantifiable benefits:

• Better work-life balance and reduced burnout.
• Increased productivity without office distractions.
• More time with family or personal interests.
• The ability to work from anywhere, offering location flexibility.

Even beyond salary, many employees feel that traditional office perks like free lunches, on-site gyms, and social events don’t outweigh the convenience of working from home. The reality is that for some, freedom matters more than career visibility—and no amount of salary incentives will convince them otherwise. These employees are experiencing Office JOMO—the Joy of Missing Out. Instead of being enticed by raises or in-office perks, these remote workers view flexibility as non-negotiable. 

Finding Common Ground

While some employees feel Office FOMO—worrying about lost opportunities, visibility, and promotions—many remote workers are experiencing the opposite. Historically, pay was considered the ultimate incentive. Employees were expected to follow company policies in exchange for compensation, promotions, and job security but recent studies challenge that assumption. 

• 58% of employees say they would take a lower salary to continue working remotely.
• 51% of employees said they would quit immediately if forced back into the office.
• 40% said they would start job hunting.

At the same time, businesses are not abandoning in-office work without reason. Many leaders still believe that face-to-face collaboration fosters stronger innovation, engagement, and mentorship—especially for younger employees or those in highly interactive roles. Some organizations also struggle with maintaining company culture and cohesion in a fully remote setting.

Rather than treating this as a power struggle, businesses need to recognize that workplace expectations are evolving. Employees aren’t necessarily demanding control over everything; they just want a voice in decisions that impact their work-life balance. To navigate this shift successfully, businesses should focus on:

• Redefining flexibility – Instead of enforcing mandatory office attendance, companies can offer customized work arrangements that meet both business and employee needs.
• Measuring success by outcomes – Instead of equating in-person attendance with productivity, organizations should evaluate employees based on their actual contributions and performance metrics.
• Maintaining a competitive edge – Businesses that embrace flexible work policies are more likely to attract and retain top talent in an increasingly competitive job market. Creating meaningful in-person interactions, networking opportunities, and a work environment that’s more than just a desk or location will help.

Who’s Really in Control?

So, are employees dictating work conditions, or are they simply refusing to accept outdated workplace norms?

The reality is that businesses are not losing control—they are being challenged to modernize and adapt. Workers are no longer willing to fit into rigid structures that don’t align with their needs, and companies that resist this shift may find themselves struggling with retention, hiring, and overall workforce engagement. The question isn’t whether employees should have more say in work conditions—it’s how fast companies can adapt before they’re left behind.

Ultimately, the best workplaces will be those that recognize the future of work isn’t about one-size-fits-all solutions—it’s about creating an environment where both employees and businesses can succeed together. Embracing flexibility, prioritizing performance over presence, and creating workplaces that attract top talent could just be the solution.