As manufacturers continue adapting to the post-pandemic world, the return-to-office (RTO) conversation remains fluid. A recent survey of nearly 180 manufacturing leaders sheds light on how companies are reshaping work models for employees in office roles and the ripple effects on retention, talent, and acceptance.
A Shift Toward Structure
The data reveals a strong lean toward hybrid work for non-production employees, with 79% of manufacturers operating under a hybrid model, while only 17% are fully back in the office. Many organizations are tightening the reins by increasing required in-office days, often shifting from two to three or even four mandatory days onsite. Some companies also establish a common in-office day for all teams to encourage face-to-face interactions—for example, one HR executive noted that while different departments choose their second in-office day, most employees come in on Wednesdays to promote consistency and collaboration across the business. According to the Flex Index Report Q2 2025, the average required office time has steadily increased, from 2.49 days per week in Q2 2024 to 2.82 days per week in Q2 2025.
Current Work Model for Non-Production Staff
Source: Manufacturers Alliance Return to Office survey, 2025
Some manufacturers are shifting toward more structured hybrid models hoping to boost productivity and collaboration. Still, the majority have held steady: 64% report no changes to their remote work approach in the last six months, while 12% are transitioning toward full-time in-office requirements. Meanwhile, 23% are actively updating their hybrid policies to have more structure surrounding required days in office.
“We’re trying to be intentional and consistent,” said one manufacturing executive, noting that the return is rooted in culture and collaboration. “What makes our company special is our people—and those spontaneous, face-to-face interactions that just don’t happen when everyone’s remote, especially during onboarding and development.”
To encourage these in-person connections, many companies have designated specific core days for office attendance, most commonly Tuesday through Thursday. Some also establish a common in-office day for all teams to overlap. One HR executive noted that while departments often pick their own second day, most employees come in on Wednesdays—creating a shared day across the business to promote engagement and collaboration.
This push for consistency is especially pronounced for management roles. One survey respondent noted, “Teammates below manager level are now required to be in the office four days per week, while managers are expected to be there full-time.”
Unsurprisingly, plant and production workers operate under much stricter schedules with 39% reporting no flexibility in shift arrangements. However, 44% indicated that scheduling is left to individual plant discretion, hinting at some localized responsiveness to operational needs.
Interestingly, when plant/production workers have no scheduling flexibility, only 21% of those companies require office staff to be full-time in the office. When schedules are flexible, that number drops to 14%. This indicates that rigid shifts for production do not necessarily lead to more in-office requirements for corporate employees.
What is Driving These Shifts?
Survey results show that return-to-office decisions are still being driven from the top. Seventy-eight percent of manufacturers cite executive leadership as the primary force behind policy changes, with key motivations including reinforcing company culture, improving productivity, and enhancing communication. To support these goals, many companies are putting formal accountability measures in place—for example, one HR executive noted that leadership now receives regular attendance reports to track compliance with in-office requirements. “While we’d all like to assume that adults don’t need to be held accountable, some structure is still important,” the executive explained. “Having a clear system for accountability is critical, at least for the time being.” These findings suggest that leaders increasingly see physical presence as vital to team cohesion, performance, and collaboration.
Factors Influencing Change in Work Models
Source: Manufacturers Alliance Return to Office survey, 2025
This leadership-driven push is evident across industries. For example, according to GM Authority, “About 100 GM white-collar workers in the United States have been ordered to return to the office for at least three days a week, further reducing the number of remote office workers on The General’s payroll.” One manufacturing HR executive noted how important physical presence is to executive leadership. “Our CEO wants to create a culture, and he firmly believes that happens in person. When he first joined, he walked into the office and said it felt soulless—rows and rows of empty cubes, no buzz, no energy.”
That similar view of flexible work is evident by leaders across all industries. In KPMG’s 2024 CEO Outlook, 86% of CEOs say they will reward employees who make an effort to come into the office with favorable assignments, raises, or promotions.
Communication Strategies: Managing Change
Communication is key, with most companies relying on emails, town halls, and manager-led conversations to explain the working model adjustments. A multi-channel approach ensures that expectations are clear and consistent across the organization. Manager-led conversations are the most common (69%), followed closely by company-wide emails (68%) and town halls or leadership meetings (56%). One company shared they used a leadership video to personalize their message: “Our CEO sent a video to the entire organization, explaining the new in-office policy and why he believes the updated RTO approach is so important.”
These methods help build alignment while offering employees opportunities to ask questions and engage directly with leadership. Only 3% of respondents report having no formal communication plan in place, underscoring the broad recognition that change requires clarity and transparency.
To support implementation, manufacturers are equipping managers with tools and direction. Sixty-nine percent of companies provide guidance to managers, while 62% reinforce policies through senior leadership directives. Although structure is a priority, flexibility isn’t off the table: 36% of companies allow for some departmental discretion, and 75% say they accommodate individual circumstances on a case-by-case basis, especially for working parents, caregivers, or employees with long commutes.
In an article from Business Insider, Honda’s U.S. return-to-office mandate requires employees to work on-site at least 80% of the week starting in October 2025. Honda is emphasizing clear, proactive communications by notifying employees well in advance and coordinating necessary facility adjustments.
Support strategies for easing the transition vary widely. Some organizations are allowing flexibility, such as phased returns and staggered schedules (39%); manager check-ins (44%); or wellness and mental health support (32%). Still, 42% report offering no formal support measures during the rollout, highlighting an opportunity to better align policy changes with employee well-being as hybrid work evolves.
