As remote workplaces become hybrid and hybrid ones adopt on-site requirements, how do companies ensure that opportunities are available to all? It’s a challenge for many. Workers made to return to the office may feel like they’re not trusted, and those who cannot report to HQ may feel like they miss out on opportunities afforded to their in-office peers.

Distributed workplaces have their benefits and drawbacks, of course, but they can still be inclusive, equitable environments for all. This was the topic of conversation during a panel at From Day One’s October virtual conference on modernizing workplaces for a more flexible and inclusive era.

Remote and hybrid work has expanded talent pools for employers and opened job opportunities for workers. But with dispersion comes isolation, said TJ Mercer, the director of diversity, equity, and inclusion at biotech company AbbVie. He misses the interpersonal connections that form naturally in a shared office environment. “I’ve worked in the organization for two and a half years and never got to see anybody out of the blue Zoom box.” There is value in the passive time before meetings start, when people sitting in a conference room swap stories about their weekends or their families. “Some of that small talk just doesn’t happen as organically or naturally [on Zoom]. And I think that people do miss that from time to time.”

Seema Bhansali, VP of employee experience and inclusion at Henry Schein, a company that distributes medical and dental supplies to healthcare providers, sees the benefits of remote and hybrid work for DEI. A lot of folks need to be able to work from home to care for a family member, for example. But she too knows that staying connected is a challenge and, sometimes, a problem. “You don’t really get to see people that often. And what does that do for your wellness in terms of relationships and relationship building? That is one of the balance issues we still have to work out.”

To encourage workplace camaraderie, “we bring people together, either virtually or in-person, for ‘connection days,’” Bhansali said. Their most recent connection day was spent building care kits for colleagues who were affected by Hurricane Helene. “We try to do these across the globe in different, culturally relevant ways, with some frequency.” They also gather people virtually for games and good-spirited competitions. “We try to be really intentional about how we are setting the culture,” she explained. “What do we want people to experience? And how are we making sure it’s good for folks who are in person, folks who are hybrid, and folks who are fully remote.”

At insurance company Aflac, where employees living within 50 miles of an office are on-site at least three days per week, VP of total rewards Kelli Henderson encourages managers to make the most of those in-person work days. “That’s the day that you have your team meetings,” she said. “There are things that you have to be really purposeful about. It does take a little bit more time, a little bit more coordination and organization, but we have seen the benefits.”

Of course, Henderson has felt resistance from employees who don’t want to return to the office at all. “We announced last March that we were going to have a 60% return-to-the-office. Our executive team really saw the importance of bringing people together, having people work together, and we got a ton of pushback from our employees.” Many equated the mandate with mistrust since they have been working fully remote for years. “We had to have a lot of conversations about the importance of coming together to be able to collaborate,” Henderson explained. The company expected some workers to leave as a result of the change, but they ultimately lost fewer than a dozen. “I think as much as you hear griping and complaining, we do work really hard to show the importance of being in the office, so people understand.”

Calling the workforce back to the office must be done tactfully, said Michael Watson, senior director at AI-powered talent intelligence platform Eightfold. “It can’t just be about ‘Well, this is the way it used to be, and I’d love to see you now, and I’m the boss,” he said. Such a mandate won’t land well. “That’s not the type of organization that I’d want to work in. But if the organization said, ‘Mike, love the work you’re doing. We would love to see if it’s possible for you to come back in. Let’s have individual conversations. Let’s understand everyone’s circumstances.’” With that request, he says, he may be inclined to change his tune. Allowances should be made discerningly for those who need them: Someone might be a caregiver and needs some flexibility, and employers need to be willing to help them out. “You just can’t have a blanket policy,” he said.

If you do have a distributed workforce, managers must be careful to not favor on-site workers over remote ones if their results and productivity is the same. “Those intangibles are really starting to show up,” AbbVie’s Mercer noted. But overall, he’s been pleased with managers’ cognizance, and they’ve lately seen a number of women promoted within the company.

Aflac examined the experience for remote workers and found it lacking in some ways, so Henderson and her team made adjustments. “We went as far as testing all of our conference rooms because we realized that it wasn’t [a great experience] for those that were remote–maybe they could see one person or they had trouble hearing–so we really had to beef up the equipment and technology. That’s important to do if you’re going to have a mixture of on-site and off-site employees, so that everybody feels that they have the same seat at the table.”

Sponsorship and mentorship can also help level the playing field within a distributed workforce. “Sponsorship is taking somebody’s career under your wing, having the conversations about them in rooms where they aren’t and don’t have access to,” Bhansali explained, proud of their practices at Henry Schein.

Mentorship can be especially helpful for the youngest members of the workforce, many of whom started their careers during Covid lockdowns and have little exposure to office environments. The Washington Post reported in October that office etiquette classes are increasingly popular.

“How do early career team members really get some of the unwritten rules of the workplace?” Henderson asked. The company set expectations for both technical and soft skills all workers need, then encouraged both sponsorship and mentorship to reinforce those skills and behaviors. Early career development is not the task it used to be, she says. “I think the mistake people make is they just try to use what worked and keep going, and that is not functional today.”

At Eightgold, Watson helps workers create a path between where they are and where they want to be, and the appetite is there. “That’s where our business is really booming with these large organizations–just getting a grip on what skills they have, and not just skills, but what skills adjacencies they have.”

“Expectations are different than they’ve been in the past,” Bhansali said. “And that’s not just about the hybrid workforce. That’s about a generational change in the workforce.” New workers expect skill development and a chance to exercise those skills, and leaders expect support. “Those layer onto the hybrid conversation in ways that folks don’t realize, but we have to put all these things together.”

Emily McCrary-Ruiz-Esparza is a freelance journalist and From Day One contributing editor who writes about work, the job market, and women’s experiences in the workplace. Her work has appeared in the Economist, the BBC, The Washington Post, Quartz, Business Insider, Fast Company, and Digiday’s Worklife.