Employees prioritizing stability as return-to-office resistance collapses
A year ago many workers said they would quit if forced back to the office. Now just 7 per cent say the same as job security, AI layoffs and cost pressures shift power to employers.
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By Torontoer Staff
Support for quitting rather than returning to the office has evaporated in less than a year. New survey data from MyPerfectResume finds just 7 per cent of workers now say they would leave if their employer mandated a return to the workplace, down from a majority a year earlier.
Career adviser Jasmine Escalera says the change reflects a rapid tilt in workplace power toward employers, driven by a softer labour market, economic uncertainty and mass layoffs linked to automation and other cost pressures.
How the balance of power shifted
Multiple forces have reduced workers' leverage. Rising living costs, a cooling labour market and high-profile layoffs have left many employees prioritizing income and stability over flexibility. Companies are responding by reintroducing in-person mandates and tightening attendance rules.
MyPerfectResume’s survey shows broader expectations of reduced bargaining power. Forty-six per cent of respondents predict employers will tighten return-to-office policies, and 73 per cent expect greater use of surveillance tools at work, such as badge scanning or monitoring software.
Employer tactics and employee reactions
Employers have increased monitoring and enforced in-person expectations in some workplaces. Those moves can create the appearance of improved engagement, but they may also produce resentment and lower discretionary effort among staff.
It’s really important and essential for us to understand, are people staying out of fear and anxiety or are they actually staying because they’re being satisfied, well paid and they see growth potential,
Jasmine Escalera, career expert
One common response is so-called quiet quitting, where employees meet job requirements but scale back extra tasks. Experts warn that this type of disengagement harms productivity and can erode trust between teams and managers.
How workers are feeling
Surveys show many people feel stuck. A study from Southeastern Oklahoma State University found 72 per cent of workers report staying in jobs longer than they want because they do not know how to leave. That sense of entrapment is feeding willingness to accept less favourable terms.
Practical steps for employees
Even with employers in a stronger position, workers can take concrete actions to protect their options and future prospects.
- Keep your resume current and tailored to roles you would consider, so you can move quickly if an opportunity appears.
- Maintain and expand your professional network, including former colleagues and industry contacts who can share leads or referrals.
- Invest in skills that add measurable value, such as technical training, certifications or management capabilities.
- Consider fractional or contract work. Demand for part-time expert roles has risen in recent years and can provide income diversity and flexibility.
- When negotiating offers, understand the legal mechanics. Making a formal counteroffer typically rejects the original offer, but asking if terms are flexible should usually leave the original offer open to acceptance.
Stay ready so you don’t have to get ready.
Jasmine Escalera
What employers should consider
Companies that rely on fear or surveillance to keep staff on-site risk long-term costs in morale and retention. Clear communication about why policies are changing, fair compensation and visible growth paths matter more for sustaining engagement than strict monitoring.
For employees, the current environment is a reminder to treat career management as continuous. The labour market moves in cycles, and skills, networks and readiness will matter when conditions shift again.
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