The Human Side of Returning to the Office

For nonprofit organizations, work has always been deeply human. Missions are powered by people who care—about communities, causes, and one another. As some nonprofits continue to navigate returning to the office or shifting to hybrid work, leaders face a challenge that goes far beyond desk space and schedules: how to bring people back in a way that honors empathy, equity, and trust.

Returning to the office is not just an operational decision. It’s a cultural moment—one that can strengthen your organization or strain it if handled without care. Understanding the human side of this transition is essential for nonprofit employers who want to retain talent, protect morale, and stay true to their mission.

Why the Return to Office Can Feel Personal

Nonprofit employees are often motivated by purpose as much as pay. During remote work, staff members may have found new ways to balance demanding roles with caregiving, community involvement, and self-care—making nonprofit careers more sustainable. A return-to-office mandate can leave employees to worry about:

• Losing flexibility that helped prevent burnout
• Increased commuting costs amid tight personal budgets
• Health and safety, especially for immunocompromised staff or those with caregiving responsibilities
• Whether leadership truly understands their day-to-day realities

Because nonprofits often operate with lean teams, even small drops in engagement or increases in turnover can have outsized impacts.

Listening Before Leading

Before setting policies, the most effective nonprofit leaders start by listening. Surveys, focus groups, or one-on-one conversations can surface concerns you may not see from the top. Key questions to explore include:

• What has remote or hybrid work made easier for employees?
• What challenges do staff associate with returning to the office?
• Which roles truly benefit from in-person collaboration—and which do not?

Listening doesn’t mean every preference can or must be met but being heard builds trust, even when compromises are necessary.

Equity Must Be Part of the Conversation

One of the biggest risks in return-to-office planning is unintentionally creating inequity. Not all employees experience flexibility the same way. Consider how policies affect:

• Frontline or program staff who may have less schedule flexibility
• Employees with disabilities or chronic health conditions
• Caregivers balancing work with family responsibilities
• Staff who relocated during remote work periods

Transparent decision-making and clear explanations of the “why” behind policies can help reduce perceptions of unfairness.

Rebuilding Culture—Not Just Attendance

If employees are returning to the office, it should be for a reason. Simply recreating pre-pandemic routines may fall flat if staff don’t see added value. Key considerations for using in-office time intentionally:

• Prioritize collaboration, brainstorming, and relationship-building
• Offer team days, shared learning sessions, or mission-focused gatherings
• Avoid requiring in-office work solely for individual tasks that could be done remotely

When the office becomes a place of connection rather than obligation, attendance feels purposeful rather than punitive.

Supporting Mental Health and Well-Being

Nonprofit burnout is not new—but it has intensified in recent years. A return to the office can reignite stress if not paired with genuine support. Nonprofit employers can help by:

• Encouraging managers to lead with empathy, not enforcement
• Normalizing conversations about workload and capacity
• Offering flexibility where possible, such as staggered schedules or hybrid options
• Training managers to recognize signs of burnout and disengagement

Small gestures—like flexibility during transition periods—can make a meaningful difference.

Communicating with Clarity and Compassion

Change feels harder when communication is vague or inconsistent. Clear, compassionate messaging helps employees understand what to expect and how decisions align with your mission. Effective communication should:

• Acknowledge uncertainty and mixed emotions
• Clearly outline timelines and expectations
• Reinforce how policies support both staff and the communities you serve
• Invite ongoing feedback as adjustments are made

Employees don’t need perfection—they need honesty.

Leading with Mission at the Center

For nonprofits, a return to the office is ultimately about sustainability—of your people and your purpose. When leaders center humanity alongside productivity, they send a powerful message: that caring for staff is not separate from serving the mission, but essential to it.

By listening deeply, acting equitably, and communicating transparently, nonprofit organizations can navigate the return to the office in a way that strengthens trust, preserves culture, and supports the people who make the mission possible.

Because when nonprofits lead with empathy, everyone benefits—employees, organizations, and the communities they serve.