(1) A rigid return-to-office policy is enforced on fixed days, with limited flexibility. Remote work on those days can result in penalties.
(2) Office attendance requirements are structured in a way that can extend the overall working day, especially when collaborating with global teams across time zones, e.g. you have to work from office for 4-6 hours in 1st half, and then again reach home and work from home till 10-11 PM or even 12 AM based on your team's need in USA.
(3) There is a growing sense of micromanagement, including close monitoring of attendance and work patterns, which can feel excessive.
(4) Loss-of-pay or forced leave policies related to office attendance were introduced after employees had already joined, without prior clarity during hiring or onboarding. Policy was not disclosed during transision, nor during offer discussions, nor during onboarding, and it was was rolled out after all 120+ employees joined.
(5) These changes have led to increased stress and a mismatch between initial expectations and current realities.
(6) Significant focus is placed on tracking physical presence (such as swipe-in/swipe-out data) rather than prioritizing outcomes and deliverables.
(7) Over time, this approach has impacted trust, flexibility, and the overall work environment within the local office.
(8) It is unclear whether senior leadership has full visibility into how these policies are being implemented locally and how they affect employee morale.
