Reshaping RTO policies: Building psychological safety and trust

As companies navigate the complexities of post-pandemic work arrangements, the issue of bringing employees back into the office has emerged as a major challenge. Strict mandates by employers have resulted in resistance and even walkouts. These mandates, which include a mix of enticements, suggestions, penalties, and coercion, have not resolved the return-to-office stalemate. To create an environment where employees embrace the idea of coming back to the worksite, it is essential for employers to focus on eliminating workplace incivility and foster psychological safety, trust, and resilience.

A recent survey conducted by meQuilibrium sheds light on the prevalence of workplace incivility and its impact on psychological safety. The survey revealed that 1 in 4 workers experience some form of workplace incivility, which can lead to toxic work environments and jeopardize psychological safety. Workplace incivility encompasses an array of negative behaviors, from being ignored and having one’s judgment questioned to being addressed in an unprofessional manner. Even more troubling are instances of angry outbursts, yelling, cursing, accusations of incompetence, and becoming the subject of jokes among colleagues.

The adverse consequences of incivility are far-reaching, particularly for those returning to the physical workplace. The study found that on-site employees are significantly more likely to believe that their mistakes are held against them, that people are rejected for being different, and that seeking help from teammates is challenging. These conditions create an on-site workplace lacking in psychological safety, leading to fearfulness and anxiety among employees.

It is evident that we need a new approach to returning to the office. Instead of relying on mandates and coercive measures, employers should focus on creating a culture of trust and psychological safety. To do so, they must take a multi-faceted approach that addresses the root causes of workplace incivility and fosters an environment in which employees feel valued, respected, and safe.

First, employers need to prioritize communication. Transparent and open channels of communication allow employees to express their concerns and fears about returning to the office. Leaders should actively listen to these concerns and be willing to adapt policies and protocols accordingly. By involving employees in the decision-making process, organizations can build trust and a sense of ownership, leading to a smoother transition back to the workplace.

Second, it is crucial to address workplace incivility and promote a culture of respect. We need to educate employees about the harmful effects of incivility and equip them with the necessary skills to respond appropriately when faced with uncivil behavior. Creating a shared understanding of what constitutes respectful behavior is essential for fostering a cohesive and harmonious work environment.

Most importantly, fostering psychological safety, creating a positive and healthy work environment and incorporating resilience training should be paramount during the transition back to the office. The return to the office can be a source of anxiety and stress for many individuals and resilience is particularly valuable in challenging work situations. Our meQ research has shown that resilience is highly protective and reduces retention risk by almost 60% in high incivility environments and by 41% in low incivility settings.

Related: Remote workers balk at returning to the office, study finds

In conclusion, returning to the office requires a strategic approach that directly addresses concerns about mental wellbeing. Mandates and coercion are unlikely to be effective in breaking the return-to-office stalemate. Instead, employers must focus on creating a culture of psychological safety, trust, and respect. By addressing workplace incivility, promoting open communication, incorporating resilience training, and offering flexibility, organizations can create an environment where employees feel valued, safe, and empowered to embrace the benefits of working on-site. This, in turn, will reduce resistance and backlash, giving organizations a greater ability to successfully bring employees back to the worksite.

Jan Bruce is a disruptor, entrepreneur and force for growth. Jan co-founded meQuilibrium (meQ) a digital platform to deliver resilience at scale to workforces globally.