As flexible work models evolve, nearly 60% of UK companies have introduced formal policies requiring employees to spend a minimum number of days in the office each week, according to the Flexible Work Models Pulse Survey conducted by WTW.
This trend reflects a shift in priorities, as businesses balance the benefits of remote work with perceived advantages of in-person collaboration.
The push for greater in-office presence is largely driven by employers’ belief that face-to-face interactions enhance employee engagement (84%), strengthen corporate culture (72%), and improve learning opportunities for junior staff (69%). However, this contrasts with the acknowledged benefits of remote work, such as better work-life balance (86%) and improved talent attraction and retention (82%).
Despite these policies, flexibility remains significant. A majority of organisations (61%) allow employees to choose their remote working days, offering no set rules on in-office attendance. Paul Richards, Europe Rewards Data Intelligence Leader at WTW, highlights the complexity of balancing these demands. “Leaders need to rethink their flexible work models in a structured way that prioritises the employee experience and achieves corporate goals,” he states.
Discrepancy Between Policy and Practice
Flexible work arrangements remain deeply rooted in organisational strategies. During the height of the COVID-19 pandemic, WTW’s 2021 survey anticipated that 43% of employees would return to full-time on-site work. However, only 23% of the workforce now spends most of their week in the office, demonstrating the growing preference for work-life balance.
Global trends also show disparity in meeting in-office expectations. While UK employers typically seek two to three days of in-office attendance, this is slightly below the three-day average requested across many other regions.
Despite implementing formal return-to-office policies, UK companies are cautious in promoting on-site presence. Around 62% of organisations do not actively encourage employees back to the office, while 25% have improved facilities such as dining options and gyms to create more appealing workplaces. This measured approach may stem from concerns about potential attrition if employee preferences are overlooked.
Balancing Employee Needs and Business Goals
Remote work continues to gain traction, with 47% of employees indicating they would consider leaving their jobs if a full-time return-to-office policy was mandated, according to WTW’s Global Benefit Attitudes Survey. Furthermore, nearly half (48%) of hybrid and remote workers are willing to accept an 8% pay cut on average for greater work flexibility.
However, challenges persist. Remote employees often feel disconnected from their teams or organisations and are concerned about potential impacts on career progression, especially younger employees and those with family commitments.
Gaby Joyner, Europe Head of Employee Experience at WTW, emphasises the importance of finding equilibrium. “There will be a competitive advantage for organisations that achieve their business objectives while meeting employees’ need for choice,” she explains.
Rethinking Hybrid Work
For hybrid work models to succeed, Joyner advocates a comprehensive approach. “Organisations need to take a holistic look at the entirety of the employee experience, including work environments, talent and reward programmes, leadership effectiveness, and culture,” she says.
Progressive organisations focus on creating meaningful engagement by understanding and addressing the evolving needs of different workstyles. This ensures a balance where employees can perform at their best while aligning with business objectives.
