The great return — or the great resistance?
Over the last two years, “return to office” mandates have dominated workplace headlines. Banks, tech companies, and public bodies alike are rethinking the hybrid working models that defined the pandemic era.
In Ireland, the conversation has been particularly heated. Research shows we have one of the highest rates of hybrid and remote working in the EU — second only to the Netherlands — with nearly three-quarters of Irish workers performing some or all of their duties from home.
So, why is there so much push and pull between employers and employees when it comes to returning to the workplace?
Why Ireland embraced remote work
As Insight HR’s Mary Cullen explains, the roots of Ireland’s remote working boom are easy to trace.
“We were locked down for longer than most other European countries. People got used to working from home — and many built their lives around it. With the cost of housing and childcare so high, lots of people moved away from city centres for a better quality of life.”
That shift wasn’t just personal — it was practical. Hybrid working became widespread, even in traditionally in-person sectors. Hospitals, for example, began offering hybrid arrangements for administrative staff. For many Irish workers, remote work wasn’t just a preference — it was a new way of life.
Liam Barton, Insight HR’s Commercial Director, adds that the shift was also driven by economics and empowerment:
“People had a deep-seated conversation with themselves during lockdown — ‘Do I really want to go back to a 25-hour weekly commute?’ And with low unemployment at the time, the balance of power was on the employee’s side.”
Why employers are calling people back
So, why are some employers now reversing course?
For many, it comes down to visibility, collaboration, and culture. Senior leaders — especially those used to more traditional work environments — often feel more comfortable when their teams are together in person.
“Some CEOs are simply more at ease when people are in the building,” Mary notes. “They associate productivity with being seen.”
But not every office environment delivers the buzz and connection leaders envision. As Mary points out, “You can tell people they’re coming in for collaboration, but if the office is half-empty, it just feels flat — even depressing. Not every building is designed for creativity and energy.”
The result? Resentment. Employees who reorganised their lives around remote work often feel their flexibility is being taken away without a clear rationale.
When return-to-work requests turn into conflict
As HR professionals know, resentment can quickly turn into risk.
Liam has already seen tensions rise when hybrid or remote requests are denied:
“When a company refuses a request, they may not be breaking the law — but they could still be left with unhappy employees. That unhappiness leads to complaints, disengagement, or turnover. In some cases, it even ends up at the WRC.”
In fact, the Financial Services Union (FSU) has recently referred Bank of Ireland’s eight-days-a-month return-to-office policy to the Workplace Relations Commission, citing lack of consultation and employee dissatisfaction.
It’s a reminder that these aren’t just internal decisions — they can become industrial relations issues if not handled carefully.
The human cost of commuting
The human impact of return-to-office mandates is clear. Research by Irish Life shows that parents, women, and under-35s are the most stressed by these changes.
Mary sees this firsthand:
“My daughter has two small children and works in Dublin city centre. Her mornings run with military precision — drop-offs, pick-ups, commute. Any change throws her whole life into chaos. It’s not about resisting work; it’s about balancing life.”
That stress often spills into the workplace. Longer commutes mean tired, distracted employees — and higher risks of conflict. As Mary explains:
“If I resent being there, if I’m tired or frustrated, I’m more likely to get irritated by colleagues. Add in noise, shared desks, or something as simple as fish in the microwave — and tensions escalate.”
It may sound trivial, but those everyday frictions can lead to grievances, investigations, and costly employee relations issues — all preventable with foresight and empathy.
What HR can do to get it right
So how should HR approach a return-to-office plan? Both Mary and Liam agree on one point: it’s not wrong to bring people back — but it must be planned carefully.
Here’s what that looks like in practice:
- Consult early and often – Engage employees before decisions are final. Listen to their concerns and make the rationale clear.
- Be consistent – Avoid “red-circling” exceptions where some staff are exempted. Uneven policies breed resentment.
- Prepare managers – HR may not make the decision, but they’ll have to implement it. Equip them with communication tools and empathy training.
- Set expectations – Define what in-office time is for. If it’s about collaboration, ensure that experience actually happens.
- Plan for conflict – Recognise that change breeds tension. Put mediation and support mechanisms in place early.
As Mary puts it, “You can’t just lob change at people. They won’t like it. You have to anticipate the risks, communicate clearly, and give people time to adjust.”
Finding balance in the new normal
Liam adds a final reminder:
“Working remotely didn’t erase workplace tension — it just hid it. Bringing people back together can reignite old conflicts. Be ready for that. Be empathetic.”
The truth is, there’s no one-size-fits-all answer. Some roles thrive in-office; others don’t. Some people crave connection; others crave quiet.
The challenge for HR is to find the balance — keeping the organisation’s goals and employees’ realities in harmony.
Because after years of change, one thing is clear: the future of work isn’t remote or office-based — it’s flexible, thoughtful, and human.
Listen to the full conversation…
… on this episode of The HR Room podcast, where Liam, Mary and host Dave Corkery delve into the subject in greater detail.
Need help managing your return-to-work strategy?
Insight HR helps organisations design fair, compliant, and people-centred return-to-work policies — from consultation and communication planning to conflict resolution and mediation.
👉 Get in touch at insighthr.ie/contact or call us on 056 770 1060 to discuss how we can support your HR team.
