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A push by the Ontario government requiring more than 60,000 public service workers to return to the office full-time starting in January of this year, adjusting its previous four-day-a-week mandate put in place in the fall of last year, set off a heated debate surrounding hybrid work.

This decision follows similar moves by major Canadian banks as a growing number of Ontario employers over the last couple of years, both in the public and private sector, have begun insisting that employees return to the workplace five days a week marking a clear departure from the remote and hybrid models that became widespread during the COVID-19 pandemic.

According to Samfiru/Tumarkin LLP, many employers argue that in-person work leads to better communication, faster decision-making, and stronger teamwork, noting that when employees are physically present, it is easier to hold spontaneous discussions, resolve issues quickly, and collaborate on complex tasks. 

Many organizations also feel that remote work makes it harder to monitor performance and maintain accountability and insist that returning to the office is the best way to ensure consistent productivity and oversight.

“Some workplaces have more challenges just because of the nature of who is working in them,” says Workforce Planning Board of Waterloo Wellington Dufferin CEO Charlene Hofbauer, noting the value of having those face-to-face connections. “Sometimes those conversations can work digitally, but sometimes you really want to have that in-person piece as well.”

Fostering relationships

Employers often emphasize that company culture is harder to maintain in a virtual environment, according to Reuters, and that in-person interactions help foster relationships, trust, and a shared sense of purpose among employees. For example, major Canadian companies, including many banks, have highlighted that their organizations are “relationship-driven” and rely heavily on face-to-face interaction to succeed. 

Also, some employers view the return to the office as a way to address perceived inequalities between different types of workers since during the pandemic, many frontline and essential workers never had the option to work remotely. Requiring office workers to return can be framed as restoring balance and fairness across roles, even though this reasoning is debated.

“I think there are really great advantages being there in person,” says Charlene, referring to a recent successful day of professional development her staff – who have hybrid schedules - participated in. “But if you are moving to a digital environment, how do you recreate that (connection)?”

She says finding the answer to creating a successful hybrid work balance, many which now include having employees in the office at least two or three days a week, depends on the managerial style of leaders.

Economic concerns

“If the only way you can get your staff to do anything is by seeing them face-to-face, this probably means you have a skill set to develop,” says Charlene, noting there are many tools available that can assist leaders. “Do you have Slack? Do you have Teams? Is everyone using them correctly and are they perfectly synced to their calendars?”

She says managers need to be willing to have open conversations with their employees when it comes to implementing a hybrid work schedule.

“There’s got to be a level of trust already built in to have that conversation,” says Charlene, adding project-based workplaces that are deadline driven find it easier to implement a hybrid schedule. “I’m coming from that angle of project-based and KPIs and outcomes.”

However, managerial concerns have not been the only factor driving the push for some workplaces to have employees return to the office. Economic issues have also come into play since many companies, according to Global News, signed long-term commercial leases before the pandemic and are still paying for office buildings that remain underused so requiring employees to return helps justify these costs and ensures that physical workspaces are utilized. 

In fact, recent reports show that return-to-office mandates are contributing to renewed demand for office space in major Canadian cities. 

Attracting talent

“I’m not sure some businesses have thought it all the way through,” says Charlene, referring to some employees returning to work and dealing with a lack of desk space. 

With a hybrid model, she says use of a co-working space, or just booking a room perhaps in a public library, can provide a cheap alternative compared to a traditional office and can be a big plus when it comes to attracting new talent.

“I don’t think the labour market will be going back to where it was in 2022 but I think at some point we are going to be back in a competitive environment in terms of jobs,” says Charlene, noting there are additional considerations potential employees consider including the cost of commuting and finding childcare.  “Being a non-profit, I reinforce the flexibility of having a hybrid work model because we can’t compete compensation wise. And when you can’t compete with money, what else can you compete with in order to attract that talent?”

How to maintain a successful hybrid workplace

Establish clear policies and expectations

Managers should define specific guidelines around work schedules, availability, communication standards, and deliverables. In Ontario, it is also important to ensure that policies comply with provincial employment standards and workplace health and safety requirements. Clear, consistent rules help reduce misunderstandings and create fairness across teams.

Invest in the right technology

Platforms for video conferencing, project management, and file sharing should be standardized across the organization so that all employees - regardless of location - have equal access to information and resources. Managers should also ensure that remote workers have the equipment they need, such as secure laptops and stable internet access, to perform their jobs effectively.

Adapt communication strategies 

Meetings should be designed to include remote participants fully, rather than favoring those physically present in the office. For example, using video calls even when some employees are in the same room can create a more inclusive experience. Transparent communication about company goals, changes, and expectations helps maintain trust and alignment.

Focus on outcomes rather than physical presence

In a hybrid model, success should be measured by results and productivity, not by how often employees are seen in the office. Managers should set clear performance indicators and provide regular feedback. This approach encourages accountability while also giving employees the flexibility to manage their work in a way that suits their circumstances.

Build and maintain workplace culture

Managers can address this by organizing intentional opportunities for connection, such as team-building activities, in-person collaboration days, or virtual social events. Creating a sense of belonging is especially important in Ontario’s diverse workforce, where inclusive practices can strengthen engagement and morale.

Training and development key

Managers should ensure that employees have access to learning opportunities regardless of their location. This includes virtual training sessions, mentorship programs, and career development discussions. Leaders themselves may also need training on how to manage hybrid teams effectively, including how to support remote employees and foster inclusive collaboration.

Evaluate and adjust hybrid strategies regularly

Gathering feedback from employees through surveys or informal conversations can help identify what is working and what needs improvement. A willingness to adapt is crucial, as the needs of the workforce and the organization may change over time.