‘Perception matters’ for tech companies bringing in RTO mandates

As more and more tech companies adopt return-to-office mandates, ensuring that these recalls do not alienate employees is a crucial balancing act.

HR Leader recently spoke to Sumir Bhatia, president, Asia-Pacific, infrastructure solutions group at Lenovo, about some of the high-profile return-to-office mandates that have been implemented across the tech sector and how businesses can avoid the potential pitfalls that arise from these decisions.

According to Bhatia, as the tech sector continues to evolve at a rapid rate, organisations must prioritise fostering trust with their employees, especially if they are considering implementing return-to-office strategies.

“In this rapidly evolving tech sector, employee engagement and productivity thrive on agility, trust, and purpose-driven work. As AI transforms the nature of work, rigid office mandates may increasingly limit employees from realising the full benefits of this technology, such as autonomy, agility, and the ability to focus on higher-value tasks,” Bhatia said.

“Today’s tech professionals are not just looking for jobs – they’re choosing cultures. They expect the freedom to deliver outcomes in ways that align with how they work best. Organisations that hold too tightly to traditional structures risk disengaging talent and, over time, diluting their competitive edge.”

Touching on the difference in how these implementations are perceived between small tech companies and big tech companies, Bhatia claimed that both spaces present different challenges.

“Flexibility isn’t necessarily determined by company size – it’s driven by leadership mindset, organisational culture, and strategic priorities. While smaller tech companies often have the advantage of agility and flatter hierarchies, enabling them to respond quickly to employee needs, larger organisations have to navigate a broader set of considerations,” Bhatia said.

“At enterprise scale, decisions around flexibility intersect with complex operations, diverse teams, and existing investments in a workplace. This complexity makes it both more critical and more challenging to evolve in ways that reflect current employee priorities: trust, autonomy, and work/life balance.

“In recent times, high-profile return-to-office mandates from larger tech players have drawn attention, particularly across APAC. Perception matters, as these moves don’t go unnoticed in the industry, especially by the talent.

“We believe flexibility isn’t a one-size-fits-all policy. It is a long-term commitment to putting people at the centre of our workplace strategy. As the nature of work continues to change, the companies that succeed will be those that lead with empathy and adapt with intent.”

According to Bhatia, in the tech recruitment space, organisations that stay true to workplace flexibility have the jump on those who don’t.

“Flexibility has evolved from an employee benefit to a strategic differentiator in tech talent acquisition. It expands access to top candidates beyond geographic boundaries and often becomes the deciding factor when talent is choosing between offers,” Bhatia said.

“More importantly, it drives retention. Flexible work supports better work/life balance, which, in turn, fuels satisfaction, reduces burnout, and builds long-term loyalty.

“In a fast-moving industry, continuity matters. By embedding flexibility into the culture, companies can reduce attrition, avoid costly rehiring cycles, and keep teams focused on what matters most - innovation and growth.”