As HR leaders continue to navigate return-to-office (RTO) policies, one critical question has emerged: Does physical presence truly impact an employee’s career trajectory—and how can we ensure equitable growth opportunities in any work model?

In our latest discussion, we draw from personal experiences in remote, hybrid, and in-office environments to explore what today’s workplace realities mean for employee development, retention, and engagement—especially for early-career professionals.

Rethinking the “Proximity Bias”

For decades, career growth was linked to visibility—those who showed up were often the first to get noticed, promoted, and mentored. But in the post-pandemic era, this assumption no longer holds true for all employees. HR leaders must now ask: Are we unintentionally disadvantaging remote workers by tying advancement to physical presence?

While remote work offers flexibility, it can limit access to informal learning and relationship-building if not intentionally designed. For junior employees in particular, a lack of in-person touchpoints can mean missed mentorship and slower progression.

➡︎ Related: Keeping Your Employees Engaged and Productive While Working Remote

Why Hybrid Models Require More Than Flexibility

Many organizations have adopted hybrid structures—but without the infrastructure to support them, these models risk creating inequality. Successful hybrid strategies require more than flexible scheduling. They demand:

• Clear pathways for mentorship and visibility—regardless of location

• Communication norms that prioritize inclusion

• Performance metrics that reward output, not hours logged on-site

HR leaders must lead the charge in designing systems that ensure remote and in-person employees have equal access to growth opportunities.

The “Coffee Badging” Effect & the Disconnect It Reveals

We also explore the rise of “coffee badging”—when employees show up at the office briefly to meet attendance mandates before heading out. It’s a symptom of a deeper issue: employees aren’t convinced of the value of being in the office.

If your RTO policy feels performative rather than purposeful, it may erode trust and drive disengagement. The most effective RTO strategies clearly communicate the “why,” and create environments where employees want to return because the experience is valuable and connected to business outcomes.