In a world increasingly driven by hybrid work models, WPP’s push for stricter return-to-office (RTO) policies has put a spotlight on the growing divide between leadership and workforce expectations. As one of the largest global advertising agencies,
WPP’s decision carries weight in the creative and agency industries, but it also underscores the complexities of managing a global workforce in today’s rapidly evolving landscape.
The WPP Case – A Global Snapshot of Tensions
WPP’s decision to enforce stricter RTO policies has sparked backlash, with employees launching a petition to push back against the move. This debate isn’t just about desks and chairs—it’s about how global agencies navigate hybrid work while respecting diverse cultural norms, labor laws, and operational realities.
With offices in London, New York, Shanghai, São Paulo, and Mumbai, WPP’s policies must account for vastly different regional work cultures and expectations.
For example, labor laws in France enforce a “right to disconnect” protecting employees from work-related communications outside office hours. Meanwhile, in the UK, hybrid work legislation promotes flexibility. Employees in these regions may view stricter RTO mandates as a step backward, highlighting the challenge WPP faces in creating a unified global policy.
Leadership’s Rationale for RTO in Global Agencies
For agency leaders, the case for RTO is often tied to collaboration, culture, and creativity. Mark Read, CEO of WPP, has emphasized the value of in-person interactions, stating that “creative sparks often fly when people are in the same room.” Leadership sees in-office time as critical for brainstorming sessions, project kickoffs, and cultivating team camaraderie.
Data from a 2024 McKinsey report on collaboration supports this perspective, showing that in-person meetings can be up to 25% more productive than virtual ones. However, this doesn’t discount hybrid work; it highlights the importance of balance.
Agencies thrive on creativity, but that creativity must be supported by a workforce that feels valued and trusted—something hybrid models are uniquely positioned to achieve.
Employee Concerns in a Global Context
Employees at WPP—and across the agency world—have voiced concerns that rigid RTO policies disregard the realities of modern work. In London and São Paulo, for instance, long commutes add hours to the workday, reducing time for family and personal life. Meanwhile, in New York, younger employees may view hybrid work as a non-negotiable part of their career decisions.
Kadence’s own data reveals that employees prefer a 2-day in-office model, with 3 days remote, as the optimal hybrid balance. This model maintains the benefits of face-to-face collaboration while allowing flexibility for focused, independent work. Studies from Gallup echo this, showing that employees in hybrid models report 55% higher engagement and 35% lower burnout compared to those in full-time office roles.
Regional labor laws add another layer of complexity. In Germany, strict labor protections make it harder to enforce blanket RTO policies, while in India, employees may expect more flexibility to manage family responsibilities. Without nuanced, localized approaches, WPP risks alienating its workforce and creating friction across its global offices.
Risks of Rigid RTO Policies for Global Agencies
Rigid RTO policies could have unintended consequences, particularly in global agencies like WPP. First, talent retention is a significant risk. According to an ADP survey, 64% of employees said they would consider leaving a job that lacked flexibility. Agencies like Publicis and Omnicom, which continue to embrace hybrid models, may attract top creative talent dissatisfied with WPP’s policies.
Second, operational costs could skyrocket. Maintaining office spaces in high-cost cities like London and New York—especially if they remain underutilized—strains budgets. Hybrid models allow companies to downsize office footprints while investing in tools that enhance remote collaboration.
Finally, stricter RTO mandates could harm agency culture. Owl Lab Research shows that employees in hybrid roles are 22% more likely to feel connected to their team and 40% more likely to stay long-term, compared to those in rigid office settings. For global agencies, which rely heavily on cohesive team dynamics, this is a crucial consideration.
Building a Global Hybrid Strategy
The solution isn’t one-size-fits-all. Agencies like WPP must adopt a nuanced approach to hybrid work that reflects their global footprint. Here’s how they can succeed:
- Regional Flexibility: Tailor policies to align with local labor laws, such as France’s right to disconnect or India’s cultural expectations for work-life balance.
- Technology Investment: Equip teams with advanced collaboration tools to ensure seamless communication, whether employees are in the office or remote.
- Data-Driven Decisions: Use tools like Kadence to track office usage and hybrid policy adherence, ensuring policies are working as intended.
Thought leaders agree. Nicholas Bloom, a professor at Stanford University and an expert on workplace trends, recently said, “Hybrid models provide the best of both worlds—team cohesion from in-person collaboration and productivity gains from focused remote work.”
The Bottom Line: Flexibility is your key to success
WPP’s return-to-office mandate is a litmus test for the future of hybrid work in global agencies. While leadership may see the move as a way to foster creativity and culture, it risks alienating employees, particularly in regions where flexibility has become the norm.
The agency world thrives on innovation, and innovation requires a workforce that feels empowered—not constrained. As WPP’s global peers continue to evolve their hybrid strategies, the question remains: Will rigid policies drive the industry forward, or will they leave agencies like WPP struggling to attract and retain top talent? For now, the data and employee sentiment suggest that flexibility isn’t just a perk—it’s a necessity for success in the modern workplace.
