Across industries, one of the most debated workforce questions today is how employers should approach their return-to-office policy. For many organizations, the conversation isn’t about requiring employees to be onsite five days a week but about creating a workable hybrid workplace model — often two or three days a week.
As employers weigh their options, the question becomes less about policy for policy’s sake and more about why they want employees in the office, who truly needs to be there, and what flexibility might mean for accessing top talent.
A Real-World Example
In a recent Healthcare Executive search for a CFO Versique executed, the hiring CEO initially required the CFO to be fully onsite. However, the most qualified candidate made it clear relocation wasn’t an option. After open discussions and interviews, the employer adjusted expectations. Instead of losing access to a highly capable leader, they agreed on a hybrid work strategy where the executive would be onsite part of the time and remote the rest. The utilization of virtual meetings helps to offset the need to be on-site daily yet keeps team members connected and collaborative.
The decision was not about lowering standards or minimizing the role’s importance — it was about recognizing that the right skills, experience, and leadership outweighed a rigid location requirement. In the end, both sides benefitted: the employer secured the talent they needed, and the executive was able to contribute without an impractical relocation.
Why Employers Are Reconsidering
The pandemic fundamentally shifted how employees and employers view the workplace. While some roles require daily onsite presence for operational or cultural reasons, others can thrive in a hybrid workplace model. Employers who take a thoughtful approach are asking themselves:
- Role Necessity: Does this role require physical presence to perform effectively?
- Business Rationale: What specific outcomes are improved by in-person collaboration?
- Talent Access: Would flexibility expand the pool of qualified candidates?
Rigid “one-size-fits-all” return-to-office requirements often limit the available talent pool, while flexible arrangements can open doors to leaders who may otherwise be out of reach.
The Bigger Picture
Return to office trends in 2025 show that hybrid models are no longer seen as temporary solutions. They’re becoming part of long-term talent strategies. Organizations that recognize the nuances — balancing collaboration, culture, and flexibility — are better positioned to attract and retain top performers.
For Minnesota specifically, many organizations are exploring Minnesota return-to-office trends to understand how local market expectations are shifting. Leaders are recognizing that the right balance of in-person and remote work can directly impact both recruitment and retention in an increasingly competitive market.
Final Thought
Hybrid models are likely here to stay, but the most successful policies aren’t built on blanket rules. The best return-to-office policies are shaped by clarity of expectations, intentionality, and the recognition that great talent often requires great flexibility.
