Return to office has long since become a standard term in German HR departments. More and more corporations are calling their employees back to the office, often with mandatory attendance days and clear directives. At the same time, studies show that such mandates can trigger waves of resignations. This article examines what is legally permissible, what the data actually shows, and how to successfully implement a return to the office without losing top talent.
Key takeaways
- 40 percent of the 50 largest German corporations now require at least three days in the office per week
- Employers generally have the right to mandate a return to the office, but they cannot do so arbitrarily
- Studies show up to 14 percent higher turnover following strict return-to-office mandates
- Women, older employees, and highly sought-after specialists are more likely to resign after such mandates
- A phased, data-driven return works significantly better than a rigid mandate
What does return to office mean and how common is it in Germany?
Return to office refers to the targeted recall of employees from remote work back to fixed office days. Unlike hybrid work models, the focus is usually on a minimum number of mandatory attendance days set by the employer rather than left to the discretion of individual teams.
The trend in Germany is clearly measurable. 40 percent of the 50 largest German corporations now require at least three days in the office per week, with only a few companies like Bayer, KPMG, or Puma opting against fixed requirements entirely. A recent analysis also shows that 40 percent of these corporations already rely on a fixed attendance mandate .
However, the situation is not entirely clear-cut. A ZEW study shows that one in three companies even plans to expand its remote work offerings by 2026. The market is therefore moving in two directions at once: large corporations are tightening mandatory office attendance, while a significant portion of small and medium-sized enterprises remains flexible. Expectations for the coming years are also rising: 30 percent of companies are already planning for five full days in the office by 2026, compared to 28 percent the previous year.
You can find more on the fundamentals in our article on the challenges of hybrid teams.
Can an employer mandate a return to the office?
In principle, yes: By virtue of their right to issue instructions, employers can determine the location, time, and content of work and revoke previous remote work permissions for the future. A German regional labor court has expressly confirmed this right of the employer to recall staff.
However, this right is not entirely unrestricted. The instruction must comply with the principle of reasonable discretion: The employer must weigh operational interests against the personal interests of the employees. Anyone recalling only specific individuals needs an objective reason; mere arbitrariness is not sufficient.
If the remote work arrangement is explicitly stated in the employment contract or a supplementary agreement, it becomes more difficult for the employer. Without the employee's consent, a notice of termination for the purpose of changing contract terms is often required, which in turn is only effective if there are urgent operational reasons. Anyone who has concluded a works agreement on hybrid work should therefore check it carefully before any recall action.
Why do return-to-office mandates often trigger waves of resignations?
Strict return-to-office mandates have a measurable side effect: higher turnover. A joint study by researchers from Pittsburgh, Beijing, Hong Kong, and Baylor University shows that companies experience 14 percent more resignations following strict return-to-office mandates.
The consequences extend beyond the resignations themselves. The same study finds that affected companies subsequently take 23 percent longer to fill open positions and have a 17 percent lower hiring rate . In other words, those who bring talent back often lose talent at the same time and take longer to replace them.
What is particularly striking is that the resignations are not distributed evenly. Research shows that women and highly sought-after, experienced professionals are more likely than average to resign following return-to-office mandates. Enforcing strict attendance requirements without regard for individual situations therefore risks losing the very employees who are hardest to replace.
How can companies manage the return without losing trust?
The difference between an accepted and a rejected return to the office rarely lies in the number of days spent in the office. It lies in how transparently and logically the decision is communicated.
The principle of anchor days has proven effective: fixed, mutually agreed-upon days when entire teams are in the office, rather than a blanket requirement for everyone. This gives presence a recognizable purpose, such as collaborative project work or workshops, rather than just a duty to be present.
The justification itself is just as important. Employees are more likely to accept office days if the reason is understandable, such as better project collaboration, rather than a vague reference to "company culture." If, on the other hand, the return is mandated without a clear reason, it quickly comes across as a tool for control rather than a sensible measure.
What role does office space planning play in the return to the office?
A well-planned return requires more than just an announcement via email. It requires clarity about how many employees actually need a workspace on which day.
Many companies underestimate how much return-to-office mandates change the way their space is used. Without a zoning concept that includes focus, project, and collaboration areas, the office quickly reverts to rows of desks—exactly what bothered many employees about the original office layout. Our article on desk sharing in the office shows how space can be divided to suit different working styles.
Anyone planning a return should rely on data rather than gut feeling. Without utilization figures from recent months, it is difficult to reliably estimate how many workstations are actually needed on which days.
How does software support the transition back to the office?
This is exactly where digital workplace management comes in. It turns a blanket return-to-office mandate into a plannable, measurable process.
Through workplace booking companies can see in real time how many desks are actually needed on a given day before committing to additional space. The room booking system helps coordinate anchor days for entire teams without multiple groups competing for the same rooms. And with workplace management from OfficeEfficient, you can continuously monitor occupancy during the transition phase, allowing you to adjust attendance quotas as needed rather than setting them once and never revisiting them.
Conclusion
A return to the office is usually legally permissible, but it can be costly if handled without tact. Mandating office attendance rigidly risks losing the very employees who are hardest to replace. Conversely, those who provide transparent reasons for the return, plan in phases, and back their decisions with real occupancy data are more likely to gain acceptance than resistance.
OfficeEfficient supports you in exactly this, from desk booking to ongoing occupancy analysis. Take a look at our pricing overview or book a no-obligation demoto plan your return to the office based on data.
Frequently Asked Questions
What is Return to Office?
Return to Office refers to the targeted transition of employees from working at home back to fixed office days, usually with a minimum number of attendance days mandated by the employer. Unlike hybrid work models, the decision regarding how these days are distributed lies more with the company than with individual teams.
Can my employer order me back to the office?
In most cases, yes, provided there is no contractual agreement to the contrary. Employers can exercise their right to issue instructions, but they must act reasonably and cannot arbitrarily disadvantage specific individuals. If working from home is contractually guaranteed, a formal change to the employment contract is usually required, supported by urgent operational reasons.
Do return-to-office mandates really lead to more resignations?
Yes, several studies confirm this. Companies with strict return mandates see up to 14 percent more resignations and a noticeably longer time to fill open positions. Women and experienced, highly sought-after specialists are particularly affected.
How many office days are currently common in Germany?
Currently, around 40 percent of large corporations require at least three days in the office per week. At the same time, one in three companies plans to expand its remote work options in the coming years, meaning practices are inconsistent and depend heavily on the industry and company size.
How can you successfully implement a return-to-office policy without team resistance?
The best approach is to provide a transparent rationale, set anchor days instead of a blanket attendance mandate, and base office planning on actual occupancy data rather than gut feeling. Experience shows that companies that provide a clear justification for in-office work and introduce it gradually encounter significantly less resistance than those with rigid, unexplained requirements.
