The comfort of working from home in sweatpants and slippers has recently disappeared for employees of many large companies.

Target, Microsoft, Under Armour, and T. Rowe Price are just some of the corporations that announced or reinstituted more stringent return-to-office policies this fall.

Management professor Travis Grosser told UConn Today that that the first six months of a new schedule are critical to establishing an employee’s reputation and value. And though it can be a difficult adjustment initially, in-office work greatly increases an employee’s visibility and career-growth opportunities.

Q: For someone returning to the office from a remote or hybrid position, what’s the most important adjustment to address?

The critical adjustment is being able to reconstruct your professional identity from “autonomous remote worker” to “collaborative office professional.” This psychological shift can take many months to solidify, with the first month being particularly challenging as employees mourn lost flexibility. This adjustment is more successful when employees frame the transition as a growth opportunity, rather than a loss, and actively rebuild the professional relationships that naturally eroded during remote work.

Q: What’s the biggest mistake that people make in the office that sabotages their careers? And how can employees returning to the office avoid it?

Career complacency—becoming too comfortable and failing to actively manage your professional development—is a career killer. After years of remote work, many professionals have become less visible to leadership and disconnected from informal networks where opportunities arise. They can combat this by scheduling regular coffee chats with colleagues from different departments, volunteering for visible cross-functional projects, and ensuring their contributions are known beyond their immediate team.

Q: How long does it typically take employees to adjust to a big change in schedule or expectations? How can you use that to your advantage?

Full psychological integration typically requires 12 to 24 months, but the critical zone spans months 2 to 6 when new habits form. Employees can use this knowledge to be patient with themselves during the difficult first month, then strategically build new routines during months 2 to 6. They should set quarterly goals rather than expecting immediate adjustment, and they can use the transition period to establish themself as someone who handles change well—a valuable reputation in today’s workplace.

Q: What can employers do to make the transition easier/more engaging for their employees?

Focus on practices, not policies. Companies that emphasize collaboration methods, innovation support, and skill development see lower turnover rates than those fixated on attendance mandates. Employers should provide adequate physical infrastructure (e.g., reliable technology resources, sufficient meeting rooms, quiet spaces), implement structured mentorship programs, and most importantly, clearly communicate the benefits of in-office presence rather than issuing blanket mandates.

Q: What are the benefits of being in office for the employee?

The data on this are clear: in-person workers receive more sponsorship for career advancement, and they report higher engagement scores. Office presence provides access to spontaneous learning through “serendipitous interactions,” faster skill development through observation and immediate feedback, and a stronger informal network, which research shows is essential for innovation and career opportunities.

Q: How important is it for employees to spend time reconnecting with immediate colleagues and others?

It’s not just important—it’s career-critical. A Microsoft study of 61,000 employees found remote work caused collaboration to become siloed, with approximately 25% less cross-group interaction. These “boundary spanning ties” across departments are where innovation happens and opportunities emerge. Employees with stronger workplace connections are literally twice as likely to have sponsors advocating for their advancement. This means relationship rebuilding is an investment in your professional future, not merely frivolous socializing.

Q: Getting out the door on time in the morning can certainly make-or-break the day. What should employees do/plan to make the morning run more smoothly?

Prepare everything the night before—outfit, lunch, bag—to avoid decision fatigue and stress. Productive employees protect their first 30 to 60 minutes offline for intention-setting rather than immediately checking emails, which can trigger stress hormones. Create a consistent wake time that aligns with your natural chronotype and build in a brief enjoyable ritual—even five minutes of music or stretching—to boost endorphins for sustained focus.

Q: Is there anything else that can help alleviate the stress of change? 

Recognize that adjustment stress is universal and temporary. Practical strategies include time-boxing your commute for activities you enjoy (podcasts, audiobooks), scheduling regular breaks to prevent the “always-on” office mentality, and maintaining some remote-work boundaries like protected focus time. Most importantly, connect with colleagues experiencing the same transition; shared experience reduces stress, and you’ll build the social support network that makes office work genuinely rewarding.

Professor Grosser is the interim department head for the Boucher Management and Entrepreneurship Department at the School of Business and the former Academic Director for the graduate program in Human Resources Management.