The U.S. Department of Labor, the very agency responsible for safeguarding workers’ rights, is now under fire for actions that seem counter to its mission. Its recent return-to-office mandate, requiring its own employees to be onsite at least five days per pay period by the end of 2024, has sparked criticism from labor unions and public servants alike.
While the agency defends the move as necessary, the policy has been framed by unions as a betrayal of worker protections. And that’s even before the Trump administration gets into power and implements its own government-wide return-to-office mandate.
The return-to-office decision comes despite nearly a year of negotiations between the Labor Department and the National Council of Field Labor Locals, which represents approximately 7,500 employees. Union officials assert that the department dismissed their proposals without adequate negotiation, abruptly declaring telework arrangements “non-negotiable.” The Labor Department’s decision, they argue, contradicts the principles of collective bargaining, a cornerstone of labor rights, by imposing a rigid one-size-fits-all policy.
“This decision undermines the flexibility employees need to balance work and personal life,” said the union’s president, Daryl Laurie. He added that supervisors and employees should have the discretion to determine appropriate work arrangements, rather than blanket mandates. The department’s unexpected reversal not only wasted months of resources but also undermined the trust built through mediation, leaving employees feeling their opinions are being disregarded.
The Labor Department’s push for onsite work contradicts compelling evidence supporting remote and hybrid work models from the federal government itself! According to data from the White House Office of Personnel Management, employees who work remotely frequently report higher engagement levels — 77 percent versus 59 percent among primarily in-office workers. Moreover, 68 percent of frequent teleworkers say they plan to stay in their roles, compared to only 53 percent of their office-bound counterparts. These statistics highlight the critical role that flexibility plays in retaining talent and fostering long-term employee satisfaction.
Beyond retention and engagement, the benefits of telework extend to performance. More than 84 percent of federal employees and managers surveyed said telecommuting has improved both quality of work and customer satisfaction. Given this data, the Labor Department’s rigid in-office work mandate seems both shortsighted and misaligned with evidence-based management practices.
The underlying assumption driving the Labor Department’s return-to-office policy is that physical presence equals productivity. This perspective is not only outdated but also fails to recognize the complexity of modern work. Many roles within the Labor Department, such as those in the Occupational Safety and Health Administration, involve field work, which already occurs outside of traditional office settings. Employees performing administrative tasks, such as writing reports or analyzing data, often find telework more conducive for focused, uninterrupted work.
Laurie and other union leaders argue that mandating a fixed number of onsite days creates unnecessary disruptions. “We are a diverse department with diverse responsibilities,” Laurie emphasized, explaining that work arrangements should reflect the specific needs of the job. Employees and supervisors know best how to structure their work to maximize efficiency, yet the Labor Department’s top-down approach strips them of this autonomy.
The department’s refusal to allow tailored telework agreements raises concerns about trust and employee morale. As many organizations shift toward results-based work models, the Labor Department’s insistence on physical presence overlooks how trust in employees’ ability to manage their tasks independently is a key driver of productivity and engagement.
The Labor Department’s decision is particularly ironic given its responsibility to protect workers’ rights and promote fair working conditions. In mandating return-to-office without proper consideration for employees’ needs or productivity outcomes, the department sends a mixed message. While advocating for labor rights across industries, it seems to disregard the same principles within its own walls.
Furthermore, the Labor Department’s insistence on office attendance risks alienating the workforce and undermining public trust. Union leaders have already begun lobbying Congress for intervention, seeking to delay implementation until a final resolution can be negotiated. The conflict underscores a growing disconnect between federal leadership and the employees whose interests they are supposed to represent.
Union representatives have expressed concern that the return-to-office mandate serves political optics more than practical need. With President Biden’s administration balancing demands from different constituencies, the Labor Department’s decision may reflect pressure to showcase a return to “normalcy.” However, such a move risks losing sight of the broader goals of modernizing work practices to support mental health, engagement, and efficiency.
Instead of clinging to outdated notions about office work, the Labor Department could have embraced the lessons learned during the pandemic. Flexible work arrangements are not just a short-term solution to a crisis but a long-term opportunity to redesign work in a way that supports both individual well-being and organizational performance. The federal government, as a leader in workforce management, has a responsibility to model innovative work practices. The Labor Department’s rigid in-office mandate does the opposite, reinforcing an antiquated work culture that may discourage high performers from staying.
Ultimately, the Labor Department’s actions are a cautionary tale for other government agencies and private organizations. Leaders must recognize that meaningful progress requires collaboration, trust, and flexibility. The best work models are those that balance employee autonomy with accountability, allowing workers to thrive both personally and professionally.
Gleb Tsipursky, Ph.D., serves as the CEO of the hybrid work consultancy Disaster Avoidance Experts and authored the best-seller Returning to the Office and Leading Hybrid and Remote Teams.
