National Trends: Worker resistance to rigid mandates
Additional research reinforces these findings. A major study from the Global Institute for Women’s Leadership at King’s College London found that despite high-profile CEO announcements calling for a “great return,” working-from-home rates across the UK have remained remarkably stable since 2022.
The study, drawing on over one million observations from the Labour Force Survey, found that fewer than half of UK workers would comply with a full-time return-to-office mandate. Only 42 per cent said they would accept such a requirement, down from 54 per cent in early 2022. Meanwhile, 58 per cent said they would either quit immediately or look for another job if forced to return to the office full-time.
The data also reveals notable demographic differences. Women are more likely to resist rigid mandates than men (64 per cent versus 51 per cent), and parents, especially fathers of school-age children, have become increasingly resistant over time. Just one in three mothers with young children would comply with a full-time return. These findings underline the importance of flexibility as a cornerstone of diversity, equity and inclusion (DEI).
For many, hybrid working is not a lifestyle choice, but an enabler of workforce participation. Removing that flexibility risks excluding those with caring responsibilities and undermining hard-won gains in gender equality.
The productivity question
For all the debate about where people work, the evidence on productivity remains largely consistent. Our UK Reward Management Survey report shows that 77 per cent of employers believe productivity levels have stayed the same since before the pandemic. Only a small minority – 8 per cent – measure productivity in detail, while more than half (55 per cent) do not measure it at all.
This highlights the broader challenge of linking performance outcomes to location. Many leaders continue to associate visibility with productivity, even as evidence increasingly shows that flexibility can enhance engagement and output. Organisations with clear objectives, strong communication and high trust, tend to report stable or improved performance, regardless of where work takes place.
Hybrid working also supports productivity in more indirect ways, reducing burnout, improving work-life balance and enabling employees to manage personal commitments alongside professional responsibilities. When employees feel trusted and supported, discretionary effort and loyalty often increase.
Generational differences and the learning curve
Hybrid models also reveal generational nuances. Younger employees, particularly early-career professionals, often value in-person interaction as a source of learning, mentoring and connection. Workplace attendance is less about compliance and more about development opportunities.
By contrast, mid-career and senior employees – many of whom juggle caring responsibilities – are more likely to prioritise flexibility and autonomy. Remote working equally carries the risks of isolation, with a lack of socialising and risks to communication. Catering to both sets of needs with structured, purposeful office days focused on collaboration and learning can help maintain cultural cohesion while preserving individual freedom.
This generational balance also supports succession planning and knowledge transfer, ensuring that new entrants to the workforce benefit from in-person exposure while experienced professionals retain the flexibility that supports their wellbeing and retention.
Hybrid Working and DEI: A strategic link
The link between flexible working and DEI is increasingly evident. Hybrid models help create more inclusive workplaces by accommodating different life stages and responsibilities. Flexibility supports parents, carers and those managing health conditions, while also enabling geographically diverse recruitment.
Rigid attendance requirements can inadvertently disadvantage underrepresented groups. For example, when women are disproportionately responsible for childcare, mandating full-time office attendance risks widening gender gaps in participation and progression. Equally, hybrid models that rely too heavily on unstructured choice can create inconsistencies or “flexibility stigma,” where remote workers feel penalised for not being visible.
Successful hybrid models therefore rely on clear frameworks, equitable access to opportunities and leadership accountability to ensure flexibility supports inclusion rather than undermines it.
Looking Ahead: Making hybrid work
As the new year approaches, organisations are still refining their hybrid models. Some are tightening expectations to maximise the value of office space or promote collaboration. Others are taking a test-and-learn approach, gathering data on attendance patterns, engagement and outcomes before setting new norms.
Employers that treat flexibility as a core business strategy – rather than a temporary concession – will be better positioned to attract and retain talent. The future of work is not about choosing between home and office. It is about making hybrid work well: ensuring in-person time has purpose, flexibility is fairly applied, and the focus remains on trust, engagement and performance.
As our discussions at the HR and Reward Conference show, the organisations getting this right are those combining consistency with compassion – building hybrid models that not only meet business needs but also reflect how people want to work today. Contact us to discuss your approach and how this forms part of your total reward strategy.
