Many organisations are quietly re‑thinking their remote and hybrid working arrangements.
What began as a necessary shift has, in many cases, become the norm. As businesses evolve, leaders are reviewing whether current ways of working still support collaboration, development and commercial goals.
However, changing established remote working arrangements isn’t a simple operational decision. If it’s rushed or poorly handled, it can have serious consequences for retention, productivity and employee relations.
The real risks of reversing remote working
Before you make any announcements, it’s important to understand what’s at stake.
1. You may trigger unwanted resignations
For many employees, remote working is no longer a perk — it’s part of how they organise their lives. If people feel a change is imposed without thought or flexibility, some will leave rather than comply.
In smaller organisations especially, losing one or two experienced people can be hugely disruptive and expensive to replace.
Even those who stay may disengage or quietly start looking elsewhere.
2. Productivity doesn’t automatically improve
While office‑based working can support collaboration and culture, it doesn’t suit every role in the same way.
Some employees are demonstrably more productive at home. A blanket return‑to‑office policy, applied without considering role requirements, can actually reduce output rather than improve it.
The assumption that “in the office equals better performance” doesn’t always hold up under scrutiny.
3. There are legal and procedural pitfalls
Remote working decisions don’t exist in a vacuum.
Employees with caring responsibilities or disabilities may be disproportionately affected by a withdrawal of flexibility. If the impact isn’t properly considered, this can expose you to discrimination risks.
Since April 2024, employees in the UK have also had the right to request flexible working from day one. If a formal request is made, you’re required to follow a statutory process. Simply stating that “everyone must now be in the office” isn’t a lawful response.
Handled badly, these situations can escalate into grievances, strained relationships and, in some cases, claims.
What to review before changing your approach
Not all remote working arrangements are the same — and the detail matters.
Start with your contracts and written agreements. If homeworking was confirmed as a permanent change, it may now be a contractual term. Removing it without consent is far from straightforward.
Even where remote working was described as temporary or discretionary, long‑term practice can still create expectations — and in some cases, implied rights.
You should also assess whether every role genuinely needs the same solution. Consistency is important, but a one‑size‑fits‑all approach is harder to justify if challenged.
How to make changes with less risk
If the commercial case for change is strong, there are ways to proceed without unnecessary fallout.
Be clear about the business rationale
Vague statements about “wanting people back” won’t stand up. Explain why the change is needed — whether that’s for client service, collaboration, supervision, development or operational efficiency.
Consult before deciding
Engaging with employees early makes a significant difference. Consultation isn’t just a legal safeguard — it builds trust and often surfaces workable compromises.
Introduce change gradually
A phased return or trial period (for example, two or three set office days) gives everyone time to adjust and provides evidence about what actually works. It also demonstrates that you’ve acted reasonably.
Keep a paper trail
Document your rationale, consultation discussions and decision‑making process. If your approach is ever questioned, this is what protects the business.
Apply decisions fairly and consistently
If some employees are allowed to remain remote without a clear, role‑based reason, others may challenge the fairness of the process. Consistency doesn’t mean rigidity — but differences must be defensible.
In many cases, a structured hybrid model offers a sensible middle ground, balancing business needs with retention and risk.
How GFHR Consulting can help
Changing how people work is a people issue — not just an operational one.
We support organisations by:
- Reviewing contracts, policies and existing arrangements
- Assessing legal and employee‑relations risk
- Designing consultation and communication plans
- Supporting managers to handle flexible working requests properly
- Helping you land decisions that are consistent, fair and defensible
If you’re considering changes to your remote or hybrid working model, it’s worth getting advice before anything is announced.
A short conversation now could save you from resignations, grievances or claims later.
Get in touch at info@gfhr.co.uk to talk things through confidentially and explore the right approach for your business.