With memories of the Covid-19 crisis fading fast, more and more companies are pushing for a full return to the office. Some are even offering bonuses to the employees most willing to show up in person as well as spirit.

So is working from home destined to become a passing phase? If so, what are the implications for productivity, innovation and talent retention?

The rise and fall of remote work: trends since the pandemic

The mass shift to remote working during the pandemic took many employers by surprise, proving not only feasible but, in many cases, highly productive. Employees saved time on commuting, enjoyed more control over their schedules, and often reported higher job satisfaction due to greater flexibility and work-life balance. Employers, meanwhile, saw reduced overhead costs and access to a broader talent pool. Many cut down on office space, impacting their future work models significantly as they did so.

As we move further from the crisis, however, some organisations are mandating a return to the office. Their rationale? In-person collaboration fosters innovation, strengthens culture and improves oversight. For roles that rely heavily on teamwork, mentorship or spontaneous idea-sharing, the office still holds undeniable value. When interacting with clients and colleagues, it also provides a more professional backdrop, free from the pets and children known to delight – but distract – during video calls.

Why flexibility is now non-negotiable for employees

Not everyone is thrilled about this push for a full-time (or near full-time) office presence. Many employees now see flexibility as a basic entitlement, not a perk. Some have moved further from the office because of the freedom they were once offered or pursued jobs well outside their commuting comfort zone. Mandating a rigid return can feel like a step backwards to the days of presenteeism, especially for those who’ve proven they can deliver results remotely.

Surveys consistently show that flexibility ranks among the top factors influencing job satisfaction and retention. A 2024 Gallup study found that employees with hybrid or remote options were significantly more engaged and less likely to seek new opportunities. Conversely, companies enforcing strict office mandates have seen spikes in attrition and disengagement. However, in my experience, those who work from home most of the time can end up feeling detached from an organisation over time. Without spending time face-to-face, it’s easy to lose a sense of shared purpose and connection.

Hybrid work models: the happy medium between office and remote?

Hybrid work models – where employees split time between home and office – are emerging as the most balanced solution. They offer the best of both worlds: face-to-face collaboration and remote autonomy. When implemented thoughtfully, hybrid approaches can enhance productivity, preserve company culture and support employee wellbeing. Setups like these signal to your employees that you value their presence but also trust their judgement and believe in their ability to deliver without constant oversight. It’s an empowering message that is likely to engender mutual respect and support talent retention.

For those employees starting out with firms (especially younger workers who may be new to the office environment), entire days at home can sap confidence and enthusiasm. Without the reassurance, guidance and camaraderie of colleagues, they can quickly become unproductive.

This is why many firms mandate fuller office participation during onboarding for many of their new recruits (and their managers) so that employees are better supported in those crucial first few months of new employment.

Creative energy is another consideration. While office chitchat can slow productivity, businesses also benefit from the free exchange of ideas. For some employees, inspiration is more likely to strike when they bounce ideas off their peers. While others are more likely to have eureka moments alone, away from distracting small talk.

Hybrid working isn’t without its challenges. It requires clear communication, intentional scheduling and good access to resources. Leaders must ensure that remote employees aren’t sidelined or overlooked, and that performance is measured by outcomes, not visibility. This may be easier said than done for busy operating managers, especially if they are working across time zones and covering multiple roles for a firm. Out of sight, out of mind, as the saying goes.

Is a full-time return to the office realistic?

Organisations that actively listen to their existing and prospective talent will know that employees now prize flexibility and wellbeing on a par with decent pay. In a tight labour market, a culture built on this reality is a powerful differentiator. Companies that ignore it risk losing talent to more progressive competitors.

For a minority of industries and roles, a full return to the office is imperative. But for most knowledge-based jobs, the optimal future is hybrid.

How do your people really feel about a full return, hybrid model or working fully remotely? We can help you find out and develop a strategy that brings out the best in your people and benefits for your business. Get in touch with Kerri Constable for a conversation.

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