Upon initial observation, several emerging workplace trends for 2025 seem to conflict—with the ongoing push for return-to-office initiatives juxtaposed against an increased emphasis on employee mental health. A McKinsey survey conducted in 2021 revealed that one-third of participants felt that returning to the office had a detrimental effect on their mental well-being.
Striking an appropriate balance between these seemingly opposing needs is expected to pose challenges for both employers and employees. Paul Wolfe, a human resources specialist and author of Human Beings First: Practices for Empathetic, Expressive Leadership, predicts that both trends will gain momentum this year. He offers valuable insights for those navigating this duality.
1. Prioritize mental health
The COVID-19 pandemic has brought attention to mental health, leading corporate leaders to prioritize the holistic wellbeing of their workforce. Wolfe, a proponent of human-centric leadership, served as the chief human resources officer for Indeed during this time.
“Initially, we redirected about a million dollars from a wellness initiative—since we weren’t physically in the office—to support mental health,” he explains. “I’m pleased to note that even after my departure over two years ago, this is still an area of investment for them. They recognize that it is crucial for the company to genuinely support its employees.”
Although workplace discussions around mental health are becoming more prevalent, full acceptance remains a distant objective. Despite how much more open the conversation has become compared to a decade ago, Wolfe emphasizes that we are likely still a decade or two away from fully normalizing these discussions, which makes it essential for leaders to continue prioritizing employees’ mental health.
2. Don’t mandate a return to the office simply for the sake of it
Research has shown that allowing workers to decide when and where they work significantly increases their happiness. Consequently, employees who feel compelled to return to the office report lower job satisfaction and are more inclined to leave their positions. So, what fuels the push for office returns?
“For a long time, we operated under an outdated paradigm. Many CEOs and leadership teams seem to be gravitating back to what they’re familiar with because it has been successful in the past,” Wolfe observes.
Yet, as he notes, this approach hasn’t suited everyone. A 2023 survey from The Conference Board found that 34% of office workers experienced a decline in mental health over the past six months. Almost half stated their mental health could be enhanced through a complete return to remote work, while 52% indicated that a hybrid or flexible schedule would lead to improvements.
While these findings do not definitively prove that return-to-office mandates will harm mental health, they do suggest that rigidity, lack of autonomy, and the disruption of work-life balance linked to eliminating remote work options may adversely affect employee psychology—something that employers should consider.
3. Leverage data and remain adaptable
For leaders aiming to implement return-to-office policies while also valuing employee mental health, Wolfe underscores the importance of data analysis, transparency, and adaptability. He mentions that discussions around companies returning to the office typically reference culture, collaboration, or mentorship. “Yet, they never measured these aspects previously, nor during the pandemic, and there are no clear plans for how they will measure success going forward,” he states.
Because of this, he advises leaders to identify key metrics to consistently evaluate the objectives tied to return-to-office strategies. While unpopular decisions may be required at times, employees are generally more receptive if those decisions come with transparency and factual support.
If a policy proves ineffective, there should be room for flexibility and adjustment based on this learning. “Many companies are likely to end up in a situation that favors hybrid or completely remote setups because they recognize it benefits their employees,” he asserts.
In seeking to balance return-to-office mandates with mental health considerations, Wolfe suggests casting a broad net and establishing policies that benefit the majority, with exceptions addressed on an individual basis.
4. Voice concerns, but also be receptive
Leadership is not the only party tasked with navigating the conflicting workplace trends of 2025; employees are in this together as well. Wolfe encourages employees to seek clarification to better understand the rationale behind these changes.
“I believe they should express their concerns respectfully,” he suggests. “They should inquire and highlight to their leaders… or those communicating these changes, that these policies might seem counterproductive.”
In their inquiries, employees should attempt to grasp the outcomes that companies aspire to achieve through such policy revisions. By doing this, they can propose alternative methods to reach those objectives without necessitating a full return to the office.
Bringing forth concerns and constructive suggestions can be beneficial for leaders, who may often be isolated from the perspectives of their employees, Wolfe explains. “Frequently, when employees reached out to me in my previous roles, they brought up matters I was completely unaware of. Hence, they serve as an invaluable source of insight, given their daily experiences.”
