The return-to-office (RTO) movement sweeping through corporate America has sparked sharp divisions in the workplace. On one side are staunch advocates like JPMorgan CEO Jamie Dimon, who has publicly criticized employees resisting strict RTO policies. On the flip side, many workers view such mandates as outdated, unnecessary, or even insensitive. Now, a new report shines a light on a less-discussed consequence of these policies: the potential for internal friction caused by unequal access to remote or hybrid work arrangements, leading to perceptions of favoritism and unfair treatment.
According to *USA Today*, flexibility has become one of the most coveted workplace benefits. Stanford University economics professor Nick Bloom, whose research focuses on management practices and uncertainty, notes that attitudes toward remote work have undergone a dramatic shift since before the pandemic. “Before, working from home was associated with lower pay,” he explained. “We used to joke about it—was he really working from home or just shirking?” But today, remote work is seen as a status symbol. As Bloom puts it, “Now people are flexing about it.”
However, not everyone gets equal access to this perk. Bloom’s research reveals a clear disparity: higher-earning employees are significantly more likely to enjoy remote work options than their lower-paid counterparts. For example, only 5% of workers earning between $10,000 and $50,000 annually live more than 50 miles from their office. That number jumps to 14% for those making over $250,000—nearly three times as many.
This imbalance can fuel resentment. A recent case in point is Uber’s decision to increase the required in-office days from two to three per week. The change sparked what *USA Today* describes as a “fiery backlash,” with employees airing grievances during all-hands meetings and across internal chat platforms.
One employee, commenting anonymously via Blind, highlighted the hypocrisy some perceive in leadership’s stance on remote work: “Regardless of how you feel about remote work, you have to laugh at the nerve of these types of people who are being paid millions of dollars to implement ‘rules for thee and not for me.’”
The same commenter recalled a moment during an all-hands meeting when a member of Uber’s leadership team—who had been questioned about the RTO policy—answered while joining remotely from what appeared to be a hotel room. In the background, a man wearing a towel briefly walked past her. “And this was on a weekday when she required the rest of us to be in the office,” the employee added.
Remote and hybrid work models are so highly valued by employees that a recent survey found nearly half of those currently working under such arrangements would consider quitting if forced back into a full-time office schedule. More than a quarter (26%) said they’d be “very unlikely” to stay in their current roles under such conditions.
Meanwhile, Citigroup CEO Jane Fraser has taken a different approach—one that’s drawing praise. She has maintained several flexible work policies introduced during the pandemic, especially benefiting working mothers. In an industry where rigid structures still dominate, Fraser’s approach is seen as progressive—and potentially a competitive advantage in attracting and retaining top talent, particularly women.
Experts argue that when companies offer remote work as a benefit, it can significantly boost employee engagement and loyalty—but only if it's applied fairly and consistently. As the *USA Today* article and Bloom’s research suggest, failing to do so can lead to internal conflict, eroding morale, and productivity. If your company offers remote work as a perk, now may be the time to review your policies to ensure equity and avoid sowing division among your workforce.