As Canadian workplaces navigate the post-pandemic future and workplace culture, HR experts say a growing number of companies are rolling out stricter return-to-office mandates.
While in-person collaboration is being recommended as key to productivity and culture, experts warn that how these policies are implemented will determine whether they support or strain employee engagement.
“The smartest organizations are doing this with care—engaging employees, staying open to feedback, and being intentional about which work benefits from being in-person,” Paola Accettola, Principal & CEO of True North HR Consulting told Now Toronto.
The comments come as Scotiabank becomes the latest major company to announce a mandatory return for head-office employees in the Greater Toronto Area (GTA).
Starting in September 2025, workers with real estate capacity will be required to work onsite at least four days a week, according to a report done by Bloomberg.
Royal Bank of Canada (RBC) has announced similar policies, reflecting a broader shift across North America’s corporate landscape.
According to Tara Parry, director of Permanent Placement Services at Canadian recruiting company Robert Half, the return to in office is no anomaly.
“We probably see well over 75 per cent, if not as high as 80, 85 per cent of companies are in the office four-to-five days a week,” Parry said.
WHY IT’S MORE THAN JUST THE OFFICE
While these mandates mark a return to structure, HR leaders emphasize that the key to success lies in how these changes are communicated.
“Mandates alone don’t drive morale — it’s careful consideration and clear communication of changes that make the impact. When leaders prioritize human experience, balancing structure with empathy, the impact can be highly positive,” Jodi Kovitz, CEO of the Human Resources Professional Association (HRPA), said to Now Toronto.
Experts agree that flexibility is still the defining workplace value, but in a redefined manner post-pandemic. For some, it means remote work, but for others, it’s the ability to leave early for their child’s game or arrive late after school drop-off.
“More companies have understood that in order to manage retention, they have to offer some kind of flexibility for people,” Parry explained.
CULTURE, TRUST, EQUITY
Scotiabank says the shift is meant to boost collaboration and professional development, but experts caution that without intentional design, these policies could unintentionally harm inclusion.
“Flexibility is more than a perk—it’s an equity issue. When organizations don’t account for this, they risk creating an environment that excludes or penalizes certain groups,” Accettola said. “Caregivers, people with disabilities, and employees who live further from the office or rely on transit are often hit hardest by stricter in-office requirements.”
Kovitz noted that rigid rollouts, especially those that lack dialogue, can quickly erode trust.
“What to avoid? Rollouts that are rushed, overly structured, or feel arbitrary. This can have an opposite effect where employees feel disengaged or frustrated,” she explained.
Parry added that professionals, especially Gen Z, value in-office time for mentorship, creativity and growth — something that is invaluable and can’t be promised when working from home.
“Fifty-eight per cent of Gen Z feared that too much remote work would negatively impact their career growth opportunities. So, they really want flexibility. They’re also aware that if they spend too much time working from home, they don’t grow and earn the way they should throughout their career,” Parry said.
RETENTION IN A NEW ERA
As more companies mandate in-office time, they may find it harder to retain top talent, particularly younger or remote-preferred workers.
“More important is how employers structure policies to incorporate flexibility, autonomy, and care. These are key contributors to positive worker sentiment and can heavily mitigate negative feelings like loss of control or lack of empathy that can come with office policy changes,” Kovitz said.
“When implemented properly, and with care and compassion, there shouldn’t be significant turnover—rather you can find increased enthusiasm, engagement, and productivity with a strong culture.”
Accettola added that employees who relocated or restructured their lives during remote work now feel disoriented.
“We’ve spoken with employees who relocated based on what they believed were permanent changes to work arrangements. Asking them to return without meaningful accommodations can feel like the goalposts are moving. It breaks trust, and in some cases, forces people to choose between the job and the life they’ve built,” she explained.
Scotiabank’s recent mandate is a signal in a much larger workplace shift, and it’s all about whether employees feel seen, supported, and valued in the process.
“Today’s talent—especially younger workers—are looking for roles that respect autonomy and offer flexibility. Companies that insist on rigid, in-person schedules may struggle to attract or retain those who value work-life integration. Flexibility is no longer a differentiator—it’s an expectation,” Accettola said.
Kovitz added that younger employees are looking to work and stay at companies that align with their values.
“Flexibility is no longer considered a perk, it’s a core value that people look for in a place of work. Younger generations especially are gravitating toward organizations that reflect their personal values and prioritize holistic well-being. A strong culture—one that blends flexibility with purposeful in-person connection—can be a powerful differentiator,” she said.
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