Hybrid working has reshaped the modern workplace, offering flexibility, improved wellbeing and broader access to talent. But as more firms tighten return-to-office mandates, the debate over where and how we work best is being reignited.
This reflects a broader trend across multiple industries, including financial services, where many organisations are reassessing the long-term viability of remote working.
The pendulum, it seems, is swinging back towards physical presence in the office. Companies attribute the shift to concerns around collaboration, company culture and long-term productivity.
While business leaders argue that in-person work fosters innovation and deeper interpersonal connections, employees are increasingly vocal about the potential impact on wellbeing, flexibility and job satisfaction.
Companies attribute the shift to concerns around collaboration, company culture and long-term productivity
Last December, I wrote about employee pushback against return-to-office mandates. At the time, it seemed workers held the upper hand. Recent developments suggest the tide may be turning.
Employers are beginning to harden their stance. Leading firms such as Amazon, Google and several major banks are no longer asking but requiring staff to return more frequently. Yet this approach may bring unintended consequences.
A recent poll by global recruitment firm Hays found growing unease among employees. More than a third of respondents said news stories about stricter office attendance policies had negatively affected their wellbeing.
By contrast, four in five hybrid workers said their current arrangements positively impact their mental, physical, social and financial wellbeing.
Younger workers, particularly those aged 20 to 29, are more apprehensive about stricter mandates than older colleagues
The gender divide is also striking. According to the Hays survey, 42% of women reported a decline in wellbeing due to increased return-to-office expectations, compared with 32% of men. This disparity, according to the survey, is likely driven by imbalances in domestic responsibilities, particularly around childcare.
Age is another factor. Younger workers, particularly those aged 20 to 29, are more apprehensive about stricter mandates than older colleagues. For Gen Z, mental wellbeing and lifestyle fit are top priorities. They report higher levels of burnout, anxiety and stress than previous generations, and see remote work as essential.
“The popularity of hybrid working shows no signs of wavering any time soon, and the role this flexible working pattern plays in improving wellbeing should not be overlooked,” Hannah Pearsall, head of wellbeing at Hays, recently pointed out.
“A lack of awareness around the impact of RTO [return to office] on wellbeing, particularly financial wellbeing, could be catastrophic for the sustained success of their business.”
Hybrid working is now seen not as a luxury, but as a core part of modern employment
So, is this the beginning of the end for remote working? It’s too early to say definitively, but it’s clear that employer sentiment has cooled. Remote work has become the new battleground for workers’ rights.
It’s worth pointing out that remote working existed long before the Covid-19 pandemic, but it was often considered a perk rather than the norm. The 2020 lockdowns changed everything. Practically overnight, millions were forced to adapt to working from home. What began as necessity quickly became preference.
Employees gained greater control over their time and improved their work-life balance. Employers, meanwhile, saw reduced overheads, higher productivity and access to a broader talent pool.
The digital nomad lifestyle also gained popularity. Some took the opportunity to work remotely from picturesque locations, blending work with freedom. It was a new kind of work-life integration that, for a time, felt both liberating and sustainable.
But as restrictions eased, companies began to re-evaluate. Many leaders voiced concerns that remote working no longer meets evolving business needs.
Any attempt to revert to pre-pandemic norms must reckon with the lessons of the last five years
This is reflected at Money Marketing too. We currently operate under a hybrid model: two days in the office, three working from home. However, that arrangement will soon shift to three days in the office, while other companies have already adopted stricter mandates – including full-time office attendance five days a week.
Yet a full-scale return carries its own risks, including harming morale, reducing productivity and triggering staff turnover.
Hybrid working is now seen not as a luxury, but as a core part of modern employment. In a competitive labour market, organisations that fail to recognise this shift may struggle to attract and retain talent.
George Holmes, managing director at Aurora Capital, put it succinctly: “Flexibility is essential, not just a perk.” His view reflects a growing consensus that workplace flexibility is central to both employee wellbeing and business performance.
The battle over workplace flexibility is far from over. But one thing is clear: the future of work will not resemble the past.
Any attempt to revert to pre-pandemic norms must reckon with the lessons of the last five years. Workers have experienced a different way of working and many are unwilling to give it up without a fight.
The challenge for employers now is to strike the right balance between supporting productivity and meeting the evolving expectations of their workforce.
