The concept of working from home (WFH) has evolved significantly since the pandemic forced millions of professionals into remote settings. What began as a temporary solution has now solidified into a lasting model that is transforming how we think about work. Today, WFH is no longer just a survival tactic – it is a strategic choice. But although WFH is clearly here to stay, it will not necessarily stay in the same form it was originally created.

The evolution of WFH: From necessity to norm

At the onset of the pandemic, remote work was adopted out of necessity. Overnight nearly half of the working population started to work remotely. Whilst companies initially scrambled to adapt, very quickly many realised that the WFH model wasn’t just feasible, it was more productive.

Today, WFH has transformed into a standard practice, with 66% of companies now having a hybrid or remote work policy in place[1]. However, remote work today looks slightly different from the early days of the pandemic. Companies are shifting to a flexible model that integrates remote and in-office work as part of a hybrid approach.

Recently, the UK has introduced significant changes to flexible working laws under the Employment Rights (Flexible Working) Act 2023, which came into force on the 6^th April 2024[2]. Two key changes are that employees now have the right to request flexible working from the first day of their employment (eliminating the previous requirement of 26 weeks of continuous service[3]) and will be able to make two flexible working requests every 12 month rather than the previous one request[4]. Employers are required to respond to these requests within two months, down from the previous three-month window[5]. This legislation reflects the increasing demand for flexibility into the workplace and places a greater obligation on companies to accommodate diverse working arrangements.

But despite 90% of hybrid workers now feeling equally or more productive working remotely[6], the push to get back in the office is gaining momentum.

The push for a return to the office: What is driving it?

Despite the continued popularity for remote work, there is growing pressure for major companies to bring employees back into the office. A survey by KPMG revealed that 64% of global CEOs believe that employees will be back in the office full-time by 2026[7]. Firms including Goldman Sachs and Amazon have made headlines with strict return-to-office (RTO) mandates, requiring employees to work in-office multiple days a week[8]. Some companies – including EY and Bank of America – have gone as far as monitoring staff attendance and sending letters to people who have not been physically in the office[9].

Executives are arguing that in-person interactions foster creativity, collaboration, and a stronger company culture, which are difficult to replicate in a remove environment[10]. A report by Virgin Media O2 revealed that 40% of UK companies returned to the office 5 days a week in 2023, with 92% enforcing some form of in-office requirement[11]. These companies argue that office interactions improve employee engagement, mentorship opportunities, and career development – particularly for junior staff who need hands-on guidance to build skills and networks[12].

Resistance to Full-Time Office Work

However, employee sentiment tells a different story. Workers overwhelmingly prefer flexible schedules, with surveys revealing that while 73% of employees felt more connected to their companies when they were in the office with colleagues, they would resist mandated returns. In fact, only 24% of employees with a four-day office mandate end up fully complying[13].

Employees argue that WFH improves their productivity and overall well-being, with 79.9% of staff reporting improved well-being because of remote working models[14]. Additionally, the rising costs of living means middle-class employees cannot afford to live near their offices and having to pay for the commute to go back to the office results in a significant financial hit[15].

WFH is so highly regarded that 63% of employees would willingly take a pay cut to retain their right to work remotely[16]. This highlights a key tension: companies value in-person interaction for culture and collaboration, whilst employees feel remote work allows them to get more done, avoid lengthy commutes, and better balance work and personal life[17]. This tension is illustrated in the rise of ‘shadow policies’ – where managers unofficially allow more remote flexibility than the company mandates[18]. The increased use of the term ‘coffee badged’ – a term for briefly showing your face in the office before leaving again – indicates the distaste employees have towards RTO mandates.

There are significant risks to not offering flexible working options, with an estimated 4 million people changing careers due to lack of flexibility in the workplace[19]. In 2023, 56% of professionals knew someone who quit due to RTO mandates, and 35% knew more than one person planning to quit if they were forced back to the office. RTO mandates could easily lead to a mass exodus of employees. As a result, 50 prominent UK employers have reported zero plans to return to full-time office-based work,[20] and this number is likely to increase in the future.

Hybrid working: A successful middle ground

In a post pandemic survey done by Odgers Berndtson, 86% of respondents wanted a hybrid working model, with the majority wanting a three-day office-based and two-day home-based working environment[21]. Fewer than 4% wanted to return to the office full-time, and only 9.5% wanted to work solely remotely[22], clearly highlighting the popularity of the hybrid working model. This is good news for workforce productivity because unlike full remote work, which has been found to decrease productivity, researchers have concluded that there is either no noticeable different or a mild improvement in productivity in a hybrid schedule[23].

The Future of WFH:

Looking to the future, it is clear that WFH – in some format – is here to stay. Josh Bersin -a leading HR analyst – predicts that the hybrid model will become normality and soon it will simply be called ‘work’[24]. The rise of AI is also expected to play a critical role in shaping WFH practices. Microsoft’s Copilot and Google’s AI assistance have already made significant inroads, with 77% of users reporting increased productivity and a reluctance to give up AI one they have started using it[25].

Moreover, the push for a four-day work week is gaining momentum, with 64% of UK corporate decision-makers considering its adoption[26]. This model could become a key compromise for companies that want to attract top talent while maintaining some form of office presence. As AI takes on more routine tasks, the idea of a shorter work week becomes increasingly feasible.

What are we seeing in our Executive Search clients?

The working mantra of most large Executive Search firms is that they should mirror their clients working practices. So, with corporate clients promoting a return to the office, they want to do the same and often cite the same motivations for this shift – collaboration, creativity and stronger company culture.

Smaller boutiques – especially those that are founder led – have mainly resisted demanding employees back into the office 4-5 days a week, but nonetheless have still been adapting their working arrangements into the new norm.

Throughout 2023, we reported that the adaptation of hybrid working was prevalent across the industry. The highest percentage of arrangements had 2 mandated days in the office. Now in 2024, this has moved to 3 mandated days, and many of these firms report their offices being busy 4 days a week.

It is now rare to see remote first environments, we are much more likely to see firms asking for staff to be in the office full time.

Firms who have different expectations on the time spent in the office for employees at different levels (or undertaking different roles) is one trend that will need to be monitored in the future. In many firms, the research and delivery teams are expected to be in the office 3-4 days a week, whilst the fee earners have a more flexible arrangement. We also see examples where longer serving employees gain more flexibility than new starters.

How does this affect culture? Is there the ability for this to cause a “them and us” feeling? In a sector where keeping your best talent is integral to success, does this cause unnecessary division? Time will tell.

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References:

AGP (2024) https://www.anthonygregg.com/insights/2024-poll-results-encouraging-employees-to-return-to-the-office/
Dorronsoro (2024) https://robinpowered.com/reports/return-to-office-report-2024
Faragher (2024) https://www.personneltoday.com/hr/flexible-working-changes-2024-law-act-legislation-regulations-hr/#:~:text=Changes%20to%20employees’%20rights%20to,Working)%20Act%202023%20becomes%20law
Forsdick (2023) https://www.raconteur.net/future-of-work/2024-workplace-trends
Gleeson (2024) https://www.forbes.com/sites/brentgleeson/2024/09/05/the-tech-startup-playbook-5-strategies-for-sustainable-success/
Hooson and Howard (2024) https://www.forbes.com/uk/advisor/business/remote-work-statistics/
HRD Connect (2024) https://www.hrdconnect.com/2024/09/05/wfh-is-killing-workplace-culture/
Khaddage Bou-Diab (2024) https://www.personneltoday.com/hr/make-the-office-more-fun-if-you-want-workers-to-return/
Korn Ferry (ND) https://www.kornferry.com/insights/this-week-in-leadership/fully-remote-it-could-be-10-to-20-percent-less-productive
Korn Ferry (ND) https://www.kornferry.com/insights/this-week-in-leadership/return-to-office-the-uk-version
Odgers Berndtson (ND) https://www.odgersberndtson.com/media/10144/odgers-remote-working.pdf
Omer (2024) https://www.theguardian.com/world/article/2024/jun/05/first-edition-working-from-home
ONS (2024) https://www.ons.gov.uk/peoplepopulationandcommunity/wellbeing/datasets/publicopinionsandsocialtrendsgreatbritainworkingarrangements
Robinson (2024) https://www.forbes.com/sites/bryanrobinson/2024/03/20/the-rise-of-office-peacocking-in-the-workplace-in-2024/
Smith (2024) https://www.cnbc.com/2023/09/11/90percent-of-companies-say-theyll-return-to-the-office-by-the-end-of-2024.html
UPP (2024) https://upprofessionals.co.uk/working-from-home-in-2024/
Virgin Media and O2 (2024) https://news.virginmediao2.co.uk/virgin-media-o2-business-annual-movers-index-reveals-delay-defying-brits-ignite-the-great-office-return-of-2023-setting-the-stage-for-2024/

[1] Robinson (2024)
[2] Faragher (2024)
[3] Ibid
[4] Ibid
[5] Hooson and Howard (2024)
[6] Robinson (2024)
[7] HRD Connect (2024)
[8] Smith (2024)
[9] Khaddage Bou-Diab (2024)
[10] Smith (2024)
[11] Virgin Media and O2 (2024)
[12] Virgin Media and O2 (2024)
[13] Dorronsoro (2024)
[14] ONS (2021)
[15] Korn Ferry (ND)
[16] Gleeson (2024)
[17] Dorroson (2024)
[18] Robinson (2024)
[19] Faragher (2024)
[20] UPP (2024)
[21] Odgers Berndtson (ND)
[22] Ibid
[23] Korn Ferry (ND)
[24] Forsdick (2023)
[25] Forsdick (2023)
[26] HRD Connect (2024)