A Roadmap To Increasing Office Attendance

Puzzle Partners
Sep 1
6 min read

Updated: Sep 4

Encouraging employees to return to the office on a consistent basis remains one of the most complex and widely debated challenges in today’s workplace.

Across industries, leaders are seeking ways to foster greater in-person engagement - but often without a clear rationale beyond tradition or real estate utilisation.

We’ve had hundreds of conversations with clients across all industry sectors both public and private, and one thing is clear: almost everyone is grappling with this. Many organisations want higher attendance, but after years of trying, many are still stuck. It’s often thrown into the “too hard” basket - difficult to measure, politically sensitive, and with no one-size-fits-all solution.

It is essential to recognise that the desire to increase office attendance is not, in itself, a sufficient reason for change. Nor is the argument that office space is underutilised a compelling justification. Instead, any initiative to increase attendance must be grounded in measurable business outcomes. If in-person work does not demonstrably improve collaboration, innovation, mentorship, or employee development, then the rationale for mandating or encouraging it must be questioned.

With that in mind, the following roadmap outlines a structured, evidence-based approach to increasing office attendance in a way that aligns with both organisational goals and employee needs.

understand the big picture

Before implementing any changes, it is essential to develop a comprehensive understanding of the current landscape. This includes both internal data and broader market trends.

Hybrid work is stabilising | In 2025, 44% of Australian workplaces require in-office attendance between three and five days a week - down from 48% in 2023. The most common model is three days a week (30%), followed by no minimum requirement but encouragement to attend (28%).

Attendance is “lumpy.” | Mid-week peaks are common. Mondays and Fridays are often ghost towns. This pattern is self-perpetuating. If no one else is in the office, why bother coming in?

Purpose matters | According to Leesman’s Purposeful Presence research, employees return to the office when it supports specific activities better than home - collaboration, mentoring, or access to tools.

Understanding these patterns allows organisations to benchmark their current state, identify realistic goals, and avoid setting arbitrary or unachievable targets. This foundational insight is critical for designing a strategy that is both effective and sustainable.

articulate the why

Behavioural change requires a compelling and clearly communicated rationale. Employees must understand not only why increased attendance matters to the organisation, but also what it means for them personally.

Why does higher attendance matter? | Research shows in-person work enhances mentorship, creativity, and career progression. It fosters spontaneous interactions, builds trust, and strengthens culture.

What’s in it for your people (WIIFM)? | Employees need to see how being in the office helps them grow, connect, and succeed—not just comply.

Back it up with data | In-person visibility boosts career advancement. Informal networks and hallway conversations often lead to opportunities that remote workers miss

If the rationale for increased attendance cannot be clearly and consistently communicated, it will be difficult to secure buy-in. A compelling “why” is the cornerstone of any successful change initiative.

understand your team

Many strategies falter because they are designed in isolation from the people they are meant to serve. A successful approach must be grounded in a deep understanding of your workforce.

Ask the right questions | What motivates your team to come into the office? What barriers exist?

Segment your insights | Different roles, life stages, and personalities require different approaches.

Listen actively | Use surveys, focus groups, and informal conversations to gather meaningful input.

This step builds trust and ensures that your strategy is grounded in the lived experiences of your people. Co-creation leads to greater ownership and long-term success.

develop the new ways of working

With insights in hand, it is time to define what success looks like and how it will be achieved.

Define success | Is it three days per week? A more even distribution across the week?More collaboration and team interaction? The “policy” decisions made at this point may have major implications on how much, and what type of office space is required.

Set clear expectations | What counts as attendance? What does “hybrid” mean in your context? What does it mean if your team work off-site some of the time? Ensure all boundary conditions are clear, and able to be communicated effectively.

Ensure leadership buy-in | Leaders need to consistently model the desired behaviours and hold others accountable. If this isn’t going to happen, stop here - it won’t work.

Design holistically | Consider team interdependencies, desk-sharing, and leadership visibility.

This is about creating a system that supports the outcomes you want - not simply hoping people will show up. Clarity and consistency are essential.

ensure systems and tools are in place

Even the best strategy will falter without the right infrastructure.

Track attendance meaningfully | Combine available data sources to build a deep understanding of how your spaces are used. It is no longer sufficient for this to be just workstation focussed. Insights need to include all zones where people work and collaborate.

Align goals with technology | Ensure the technology infrastructure supports the program objectives and are aligned with staff needs.

Adapt the physical space | If the office does not support the kind of work people want to do - whether collaborative, social, or focused - it will not attract them. The environment should act as a magnet.

The environment should act as a magnet, not a mandate. A well-designed space and supportive systems make attendance feel natural and worthwhile.

build the change plan

Change must be actively managed and communicated. Resistance to change is normal and should be expected. A carefully curated plan is required to ensure the program has the best opportunity for success.

Craft a compelling narrative | Use storytelling to bring the “why” to life. Often underestimated, the way the story is told has a profound impact on success.

Use multiple channels | Utilise town halls, team meetings, digital signage, one-on-ones, intranet, email, team collaboration software or whatever works in your organisation. Ensure the message reaches everyone, ideally through multiple channels.

Celebrate early wins | Highlight teams that are making it work as peer influence is a powerful driver of change.

This is where momentum begins. A strong change and communications plan ensures that the message is heard, understood, and embraced.

win some battles, then the war

Start small and scale thoughtfully.

Start small | Consider piloting with a few teams where you have strong leadership and a good chance of success.

Learn and adapt | Use feedback to refine your strategy before expanding. Be willing to adapt based on what you learn, even if it doesn’t align with your expectations.

Build internal champions | Let success stories spread organically by building internal champions who can share their success stories and inspire others.

Culture change is a marathon, not a sprint. Focus on early wins to build credibility and confidence.

embed the change

To ensure lasting impact, the new ways of working must become part of the organisational fabric.

Reinforce new norms | Use rituals, recognition, and regular check-ins. Make the desired behaviours visible and valued.

Hold leaders accountable | Their behaviour sets the tone.

Keep listening | The workplace will continue to evolve - so must your approach.

Embedding change requires ongoing effort. Sustained success depends on reinforcement, accountability, and adaptability.

measure and track progress

It is essential to measure progress with a combination of quantitative and qualitative metrics to track not only attendance patterns but also employee sentiment, collaboration outcomes, and broader business impact.

1. Attendance and Utilisation Metrics

Average days in office per employee per week
Percentage of employees meeting attendance expectations (e.g., 3 days/week)
Daily/weekly office occupancy rates
Peak vs. off-peak day attendance (e.g., mid-week vs. Mondays/Fridays)
Desk/room booking utilisation rates

2. Engagement and Sentiment Metrics

Employee satisfaction with hybrid work arrangements (via pulse surveys)
Net Promoter Score (NPS) for the office experience
Qualitative feedback from focus groups or open survey responses
Perceived value of in-office time (e.g., collaboration, mentorship, productivity)

3. Collaboration and Productivity Indicators

Frequency of cross-functional meetings or workshops held in person
Mentorship or coaching interactions logged
Project delivery timelines (before vs. after attendance changes)
Innovation metrics (eg. number of new ideas submitted, patents filed, etc.)

4. Leadership and Culture Metrics

Leader in-office presence rates
Participation in team rituals or events
Employee perception of leadership visibility and accessibility
Culture health indicators (e.g., trust, belonging, collaboration scores)

5. Business Impact Metrics

Attrition/retention rates (especially among high performers)
Internal mobility and promotion rates
Customer satisfaction or delivery metrics (if linked to in-office collaboration)
Cost-benefit analysis of office space vs. productivity gains

By tracking these metrics consistently, organisations can evaluate the effectiveness of their return-to-office strategies, make data-informed adjustments, and ensure that attendance policies are delivering meaningful value to both the business and its people.

final thoughts

Increasing office attendance is not about mandates or nostalgia - it is about creating a workplace that people genuinely want to be part of. When done well, the benefits are significant:

Stronger collaboration and innovation through spontaneous, in-person interactions

Enhanced mentorship and career development via visibility and informal learning

A more cohesive culture built on shared experiences and trust

Improved employee engagement when people feel connected and supported

The most successful organisations will be those that approach this challenge with clarity, empathy, and strategic intent. By understanding your people, articulating a compelling purpose, and designing systems that support both business and human needs, you can build a workplace that is not only attended, but genuinely valued.