Widespread Dissatisfaction and Reconsideration of Careers

In a Blind survey of over 2,500 verified Amazon professionals, 91% expressed dissatisfaction with CEO Andy Jassy’s five-day in-office mandate. 

Even worse, 73% were "rethinking their future" at the company due to the policy.

While Amazon’s leadership principles call for ‘disagree and commit,’ this number shows that there may be a lot more disagreeing and moving on. 

Adding to this, an internal survey viewed by Fortune revealed that employee satisfaction with Amazon's new RTO mandate averages a mere 1.4 out of 5. 

Even though these surveys represent a fraction of Amazon's 350,000 corporate employees, the data strongly suggests we are dealing with actively disengaged employees here.

In short, Amazon may see people leave—and that’s not a good thing in the era of talent density. If your leadership contemplated following Amazon, this data should make them think twice. 

Why Flexibility Matters: The Remote Work Trade-Off

The Glassdoor study, once again, highlights a growing desire for flexibility among employees. 

67% of professionals surveyed said they would prefer remote work over receiving a promotion, indicating the high value workers place on autonomy at work. 

This aligns with Gallup’s findings that hybrid work remains the preferred arrangement for remote-capable employees: only 6% choose full-time in-office work.

While some leaders see this as a trade-off between flexibility and career advancement, employees are clear: they prioritize work-life balance over the traditional office environment. 

As noted in a Glassdoor survey, employees who mentioned remote work in their reviews rated their "career opportunities" lower (3.42 out of 5) compared to those who didn't (3.69 out of 5). This illustrates the perceived limitations that come with staying remote.

Yet, despite employee preferences, companies like Amazon and others, such as those surveyed by KPMG, are pushing to bring employees back to the office. 

As we saw last week, KPMG’s study has 79% of U.S. CEOs expecting their workers to return to physical offices within the next three years, up from 34% earlier this year. 

As the job market cools, the balance of power has shifted from employees to employers, making companies feel they can reassert control over workplace arrangements. But as Josh Bersin reminded us in a recent podcast, “wait and see what happens when the powers shift back to employees.”

Implications for HR Leaders: Talent Retention and Competitive Advantage

For HR leaders, the lesson is clear: forcing employees back into the office risks not only short-term morale but also attrition. 

With all the efforts we put into recruiting and employee engagement, this is something we want to avoid at all costs.

Amazon's challenges serve as a warning —employees may choose to leave without flexibility. Glassdoor’s lead economist, Daniel Zhao, highlights that rigid RTO policies carry risks, particularly in industries where remote work has proven viable and productive.

And, of course, where some zig, others zag (and may be rewarded for it.)

Flex Index CEO Rob Sadow predicts that smaller organizations may see Amazon’s situation as an opportunity to differentiate themselves by offering flexible work options. 

"Every tech recruiter is likely pinging Amazon employees today to see if they can get them to consider a new job" Sadow commented for Inc. Magazine.

This creates a competitive advantage for companies that embrace hybrid or fully remote models.

Conclusion: Flexibility is a Competitive Advantage

Forget about the sentiments. The data from Blind reflects a clear message: flexibility is now a baseline expectation, not a perk. 

As HR leaders, it’s critical to balance the need for in-office collaboration with the changing needs of the workforce. The companies that do so will attract and retain top talent, while those that don’t risk losing employees to more flexible competitors.

Rigid return-to-office mandates, like Amazon’s, may seem like a solution to boost in-office collaboration, but the data shows that they could cost companies their most valuable resource—talent.

Until next week,

- Daan