Corpay

Crystal Williams is a dynamic HR executive skilled in leading human capital across multiple business units and geographies. With expertise in talent management, mergers and acquisitions, and organizational development, she advises top executives and shapes workplaces for long-term success.In March, Corpay undertook one of the most important cultural shifts of the post-pandemic era: we implemented our return to office (RTO) policy. At companies across the U.S., RTO policies are both contentious and consequential. As Chief Human Resources Officer at Corpay, I am proud of how our thoughtful approach – built on transparency, flexibility, and employee well-being helped us navigate these challenges and foster renewed engagement.

The National RTO Climate

Across the U.S., the RTO mandate is gaining momentum. According to a Resume.org survey published in April, more than 73% of companies that went remote during COVID planned to require employees to work three or more days in the office by the end of this year. Nearly 30% will mandate five days a week. Naturally, some employees were skittish about this prospect, especially in cities like Atlanta, Corpay’s headquarters, where traffic is a material concern.

A Philosophy Built on Flexibility, Equity, and Well-Being

Our guiding principle was simple: create a positive environment where employees, no matter where they work, can thrive. We recognized the realities of COVID-era remote work: shifts in family care arrangements, changes in commute patterns, and diverse preferences for in-person collaboration. The result was a three-pronged policy based on each employee’s circumstance:

• Five days a week for employees with a private office: Space is at a premium, so those who have offices are asked to utilize them fully. With several employees waiting for an office to become available, equity requires participation.

• Four days a week for assigned workspaces, on days of the employee’s choosing: Preserving autonomy supports work-life balance and allows employees to avoid Atlanta’s infamous rush-hour traffic once a week.

• Full-time remote eligibility for employees outside a 30-mile radius: Recognizing the impact of long commutes and life circumstances, anyone living farther afield may opt for permanent remote work.

We also instituted transition periods that honored each individual’s need to arrange childcare or elder care – issues that changed dramatically during COVID. Our policy reflects compassion and realism, not just metrics.

Leading with Transparency and Accountability

Crucial to our success was a clear, consistent message. Human Resources owns the policy, communicates the requirements, and handles all exception requests centrally. While managers are the first point of contact, only HR is empowered to grant exceptions. This centralization ensures fairness and prevents ambiguity.

“Our guiding principle was simple: create a positive environment where employees, no matter where they work, can thrive.”

Initial concerns centered on leadership buy-in. Our executive team aligned around our core goal: catalyzing collaboration and thought leadership with intentional time together. Messaging emphasized the opportunity for innovation, not mere directive. Managers became allies in this journey, framing in-person work as a chance to build something great together.

Culture and Compliance: The Numbers Tell the Story

Empirical results matter. Since our RTO policy took effect, no employee has quit as a result, unlike anecdotal cases at peer companies. We also have not seen employees relocate outside the designated radius to circumvent the policy. Our compliance rate, monitored in the early weeks, quickly exceeded 80% as both teams and individuals embraced the routine. Where compliance needed encouragement, we chose open dialogue over discipline as our remedy.

Restoring Camaraderie and Innovation

While remote work solved many logistical challenges in the COVID era, the level of productivity was scattershot. We observed that roughly a third of employees began the day early and ended late, risking burnout; another third lagged in productivity; and a final third found their groove. Reuniting onsite restored equilibrium.

Several colleagues have approached me to say they dreaded coming back at first, but rediscovered the camaraderie, connection, and inspiration that only in-person interaction provides. Our informal culture means vital decisions often happen in those quick moments over coffee. At our Atlanta headquarters, our Social Hub is now a cornerstone of community, seeing more activity than before the pandemic. The encouragement not to eat at desks led more people to connect over meals, sparking collaboration and new friendships.

Remaining COVID-Smart: Mental Health and Flexibility

Some COVID-era lessons remain. Despite a demand for space, we maintain our Wellness Room for moments of personal retreat. Employees regardless of role, have greater latitude in work hours, reflecting commute realities. As long as quality work is delivered, start and end times are flexible.

Best Practices for RTO Success

From our journey, three best practices emerge:

1. Adopt a measured, location-sensitive hybrid approach.

2. Communicate clearly and empower HR, not managers, with exception authority.

3. Keep well-being and personal circumstance at the center of all decisions.

Our RTO policy proves that, with transparency, flexibility, and a true commitment to people, returning to the office can be a positive evolution – not a step back. As the conversation continues across industries, Corpay stands as an example of a company where compassion meets accountability and where culture flourishes.