Amazon Is Dead Wrong with Its Return-to-Work Mandate

Jeremy Victor on September 30, 2024

Return To Work Mandates Expose Rigid Thinking About the Modern Workforce

Key Takeaways:

  • Remote work boosts productivity, with research from Stanford showing that remote workers are 13% more productive. Additionally, the Buffer report found that 97% of employees would recommend remote work, though isolation is a challenge for some.
  • Hybrid work models are the future, with companies like Apple, Salesforce, and Microsoft adopting flexible approaches to balance in-person collaboration and remote flexibility, which is critical to retain top talent.
  • Accountability, not location, is key: The solution to underperformance lies in building stronger management structures, leveraging AI and performance tools to track results, and mandating accountability across locations.
  • Amazon’s return-to-office policy may be an attempt to reduce headcount without layoffs, pushing “skaters” (underperforming employees) to leave through a quiet attrition strategy.
  • My prediction: Amazon, after realized attrition, shifts to a hybrid model, recognizing that a balance between in-person and remote work is essential for innovation and employee satisfaction.

In a world transformed by the COVID-19 pandemic, businesses have learned that work is no longer bound by the walls of an office. Remote work — once a stopgap measure — has emerged as a fully viable, and in many cases, the go-to option. Yet, Amazon’s recent mandate for employees to return to the office stands in stark contrast to this evolving reality. And they’re dead wrong.

Let’s be clear: this isn’t about the nostalgia of open offices or watercooler conversations. It’s about something much deeper — human potential, trust, and the evolving nature of work itself. Companies that force workers back into the office under the guise of “collaboration” are missing a vital point: the future of work, specifically the parameters companies set where their employees do their best work for themselves AND the organization, is still being defined. Yes, remote work works, but the answer isn’t a binary choice. The right approach for the future lies in finding the balance between yesterday and tomorrow.

Remote Work Drives Productivity and Innovation

The debate over remote work vs. office work is not new, but the pandemic gave us an unprecedented global experiment. The results? Overwhelmingly positive for remote work, but how could it have not been the case? The world was locked down, human instinct is to survive, so that is what we did. We made remote work work … because we had to.

Remote work was initially a necessity during the pandemic. Now, in 2024, studies and surveys show that employees are more productive at home, with the absence of long commutes and more flexible work environments leading to increased productivity across industries.

For example, a Stanford study revealed that remote workers are 13% more productive than their in-office counterparts, largely due to fewer distractions and reduced commuting ​(source: Stanford Research on Hybrid Work). Additionally, the Buffer State of Remote Work report found that 97% of employees would recommend remote work to others, and 84% said they feel more productive when working remotely. However, the report also highlights that one in five remote workers feel more isolated, showing the importance of striking a balance between flexibility and in-person interaction. This point should not be overlooked. It’s this exact reason I personally come into the office every single day, inclusive of a round-trip 4 hour commute to work NYC once a week.

Amazon’s leadership argues that physical presence in the office is necessary to foster innovation and collaboration, but this view seems rooted in outdated paradigms. Innovation today doesn’t solely depend on in-person meetings or casual hallway conversations. There is no doubt everyone reading this has personally experienced collaboration while being remote. Effective collaboration happens remotely through digital tools like Slack, Zoom, and Microsoft Teams, all day, every day.

Broader Industry Perspective

This isn’t just an Amazon issue. Many major corporations, including Apple, Microsoft, and JPMorgan, are grappling with similar return-to-office mandates. JPMorgan CEO Jamie Dimon, for example, has argued that “spontaneous idea generation” requires people to be physically together. As a person who managed a team of 65–75 people across three offices in Pennsylvania, an office in Bangalore, India, and several remote individuals for 17+ years, I can tell you we spontaneously generated a lot of ideas when we were not physically together. And if you gave Noom’s CTO a nickel for every idea I’ve spontaneously slacked him since January, well he wouldn’t be rich, but he’d have at least $10 dollars! Idea generation is the wrong narrative to be promoting for a return to the office. It’s a sense of belonging, a commitment to a cause, and personal connections that being together physically promotes.

Let’s look at Apple’s hybrid model — employees are required to be in the office only three days a week, striking a balance between the need for in-person interaction and the flexibility of remote work. Similarly, Salesforce has leaned into a hybrid model where it allows certain teams to work remotely indefinitely, but keeps some roles tied to offices. The result has been higher employee satisfaction without sacrificing collaboration.

The real takeaway here is that hybrid work models are not just a trend — they’re becoming a standard — yet with each company adding its own nuance to their approach. Leaders who ignore this shift risk alienating their workforce, particularly younger generations who prioritize themselves before their jobs, their work-life-family balance, and their desire for flexibility.

Gen Y, and Gen Z, unlike Gen X, will never stay long at a company which in their view is unnecessarily yielding power over them. Their happiness and well-being drives them. It’s something they’ve inherently learned by watching and listening to their Gen X and Baby Boomer parents complain over the years about the policies they’ve had to live with. They’re mindset is shifting the power of who is in control of the employee-employer relationship.

Unique Insights: The Future of Hybrid Models

Looking forward, the workplace of tomorrow will be driven not by the number of days an employee is physically in the office but by how well companies can create spaces — both virtual and physical — that foster creativity and connection. My prediction is that before the end of the year — or perhaps January — Amazon will recognize this and adjust its recommendation from full-time office attendance to a hybrid model. This shift will balance the need for in-person collaboration with the flexibility workers crave, which is crucial for retaining talent.

Something That Raised My Eyebrow

One aspect of Amazon’s return-to-office mandate that caught my attention is the speculation that this policy might have a secondary intent: encouraging employees to leave the company. According to a report from Morning Brew, 73% of Amazon employees said they’re considering leaving their jobs due to the new mandate. Some suggest that this might be exactly what Amazon wants — an organic way to reduce headcount without resorting to layoffs.

While this strategy might appear harsh, there’s another angle to consider: Amazon could be targeting, what I call “skaters,” or employees who are doing the bare minimum to get by (more on this below). These employees, often disengaged and underperforming, may find remote work a more comfortable environment where they can coast without close supervision. For a company looking to streamline its workforce, increase productivity, and build a culture of accountability, a return-to-office mandate could force those who aren’t fully committed or productive to either step up or step out. If productivity, or lack thereof, is the root cause for Amazon’s mandate, with 60,000+ corporate employees, to me that make more sense.

Addressing Concerns about Accountability

One must agree (and there’s really no denying it) that some employees abuse the flexibility of remote work, doing the bare minimum to get by — I call these individuals, “skaters.” By my definition, a skater is an employee who has perfected the ability to do the minimum amount of work to get by, just enough not to get noticed, and barely meeting a fraction of their full potential.

This is a real issue, (that existed well before remote work) but the solution isn’t to drag everyone back to the office. Instead, the focus should be on performance management and accountability. If companies are concerned about skaters, the answer lies in building stronger management structures that hold employees accountable for their results, regardless of location.

AI and digital tools provide opportunities for better performance tracking, more efficient workflows, and streamlined communication. With the right systems in place, managers can ensure that employees are delivering, whether they’re working from home, in a coffee shop, or at the office. The location isn’t the problem; accountability and transparency are. And to be honest, you don’t even need AI for tracking. If you suspect a person is not pulling their weight, just start your 1:1s going forward with a a very simple statement, “Tell me what you did with your 40 hours last week.”

Actionable Solutions: Finding the Right Hybrid Model

While many companies are still debating the merits of remote work vs. in-office work, the solution doesn’t lie in choosing one or the other. Instead, companies need to adopt hybrid models that blend the strengths of both. Based on the trends we’ve seen from tech giants and financial institutions, here are a few strategies Amazon (and other companies) can adopt to navigate the future of work:

  1. Flexibility with Structure: Like Apple’s three-days-a-week model, companies can define specific days for in-office collaboration while allowing employees the freedom to work remotely the rest of the week. This ensures teams have designated times for face-to-face interactions, while still respecting the flexibility employees have grown accustomed to.
  2. Leverage Remote Tools for Continuous Collaboration: Tools like Slack, Zoom, and Asana should be leveraged to ensure seamless communication and collaboration between in-office and remote workers. The key isn’t to force physical presence but to create an environment where communication flows freely.
  3. Redefine Office Spaces: Offices should no longer be viewed as places where work has to happen, but as spaces designed for creativity, connection, and collaboration. By redesigning office spaces to foster innovation, companies can entice workers to come in by making it worth their while.
  4. Use Data to Make Decisions: Companies should adopt data-driven approaches to understand employee performance and preferences. Surveys and productivity metrics can help shape policies that make sense for both employees and the company’s goals.
  5. Encourage Cameras On During Virtual Meetings: To ensure that remote meetings are engaging and effective, companies should encourage (read: mandate) employees to keep their cameras on during virtual meetings. This practice fosters accountability, builds stronger connections, and mimics in-person communication dynamics. It’s not about surveillance — it’s about fostering real engagement and making remote collaboration as close to face-to-face as possible (and to make “skating” more difficult).

Conclusion: The Future of Work Is Still Evolving

The answer to the future of work isn’t found in rigid policies, one-size-fits-all solutions, or pre-pandemic thinking. We are still very much figuring out what works best.

What’s clear is that going back to a 1990’s office culture, as Amazon seems to be pushing, is not the right answer for everyone. The future will be defined by balance — the balance between flexibility and in-person collaboration, between autonomy and accountability.

It’s important to recognize that remote work isn’t just about where people work, but how they work. The pandemic showed us that productivity and innovation can thrive outside the traditional office space. But it also reminded us of the human need for connection and belonging, something that in-person collaboration can foster. This is why hybrid work models, which blend the best of both worlds, are emerging as the standard for forward-thinking companies.

Leaders today must understand that flexibility is no longer a perk — it’s an expectation. Employees, especially younger generations, are demanding more control over how they integrate work into their lives. Those who fail to adapt risk alienating their most talented people, who are increasingly willing to seek out companies that offer a more balanced approach.

For companies like Amazon, the challenge isn’t just about bringing people back to the office; it’s about creating environments — both physical and virtual — where employees can thrive. Whether that means redesigning office spaces to foster creativity and collaboration or investing in the right digital tools to maintain accountability and connection, the companies that strike this balance will lead the next chapter of work.

At the end of the day, the future of work isn’t about choosing between remote and in-office — it’s about building a culture of trust, accountability, and flexibility. The companies that embrace this mindset will not only retain their best talent but also position themselves as leaders in a new, evolving work landscape.

Sources:

Did you know?

“It will take 48 years for the representation of white women and women of color in senior leadership to reflect their share of the U.S. population.”

#PARITYNOW is my mission to close the gender gap, fix the broken rung (the first critical step on the corporate ladder that women often miss), and create equal opportunities in leadership, work, and life. I’m committed to raising awareness and driving change for true gender parity across all industries.

This cause was born realizing my daughters will be 68 and 64 when true parity is achieved. Why aren’t more dads outraged by this? Blind bias? I’m making it my mission to fix this. Will you join me?

Achievement knows no color. — Abraham Lincoln

Achievement knows no gender. — Jeremy Victor

There is literally no difference, based on gender or race, in anyone’s ability to perform a task, make a decision, or lead in the modern workplace.

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