Workplace Trends Overview

A Return To Office mandate is a funny thing. A trade-off of lower workforce productivity, morale, retention, engagement, and trust in exchange for...managers feeling more in control. It's more a sign of insecurity and incompetence than sound decision-making. The fact that 80% of executives who have pushed for RTO mandates have later regretted their decision only makes the point further, and yet every few months more leaders line up to pad this statistic. In case your leaders have forgotten, return to office mandates are associated with: 🔻 16% lower intent to stay among the highest-performing employees (Gartner) 🔻 10% less trust, psychological safety, and relationship quality between workers and their managers (Great Place to Work) 🔻 22% of employees from marginalized groups becoming more likely to search for new jobs (Greenhouse) 🔻 No significant change in financial performance while guaranteeing damage to employee satisfaction (Ding and Ma, 2024) The thing is, we KNOW how to do hybrid work well at this point. 🎯 Allow teams to decide on in-person expectations, and hold people accountable to it—high flexibility; high accountability. 🎯 Make in-person time unique and valuable, with brainstorming, events, and culture-building activities—not video calls all day in the office. 🎯 Value outcomes, not appearances, of productivity—reward those who get their work done regardless of where they do it. 🎯 Train inclusive managers, not micromanagers—build in them the skills and confidence to lead with trust rather than fear and insecurity. Leaders that fly in the face of all this data to insist that workers return to office "OR ELSE" communicate one thing: they are the kinds of leaders that place their own egos and comfort above their shareholders and employees alike. Faced with the very real test of how to design the hybrid workforce of the future, these leaders chose to throw a tantrum in their bid to return to the past, and their organizations will suffer for it. The leaders that will thrive in this time? Those that are willing to do the work. Those that are willing to listen to their workforce, skill up to meet new needs, and claim their rewards in the form of the best talent, higher productivity, and the highest level of worker loyalty and trust. Will that be you?

I recently had coffee with an old colleague who is being forced to work 3 days in office, 2 days WFH, having spent the last 2.5yrs 100% remote. Frankly, when I hear the word '𝘧𝘰𝘳𝘤𝘦𝘥' I'm triggered as an HR Leader. I stepped away from the traditional office environment long before COVID made it a widespread necessity, and I haven’t looked back. Choosing to align with companies that value autonomy, trust their employees to manage their own outputs, and don’t rely on clock-watching has been the best move of my career. 𝗕𝘂𝘁 𝗹𝗲𝘁’𝘀 𝗮𝗱𝗱𝗿𝗲𝘀𝘀 𝘁𝗵𝗲 𝗲𝗹𝗲𝗽𝗵𝗮𝗻𝘁 𝗶𝗻 𝘁𝗵𝗲 𝗿𝗼𝗼𝗺: the steep costs of office spaces. Many companies are feeling the pressure to justify their real estate investments by mandating a return to the office. But how do you truly measure the ROI of forcing employees into a physical space? Is it worth the potential drop in morale, the loss of top talent who crave flexibility, or the reduced productivity that often comes with a one-size-fits-all approach? The truth is, not everyone thrives in a remote environment, and that’s perfectly okay. But as leaders, our focus should be on our people—understanding what works for them and aligning our strategies to maximize 𝘵𝘩𝘦𝘪𝘳 potential. 𝗙𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗶𝘀𝗻’𝘁 𝗮 𝗽𝗲𝗿𝗸; it’s a powerful tool that can drive engagement, innovation, and ultimately, business success. It’s crucial that we don’t fall back into old habits simply because “𝘵𝘩𝘢𝘵’𝘴 𝘩𝘰𝘸 𝘪𝘵’𝘴 𝘢𝘭𝘸𝘢𝘺𝘴 𝘣𝘦𝘦𝘯 𝘥𝘰𝘯𝘦.” Instead, we should be embracing remote and hybrid models as opportunities to redefine our HR strategies, to create environments where employees can choose how they work best and are empowered to deliver exceptional results. 𝗙𝗼𝗿 𝗺𝘆 𝗳𝗲𝗹𝗹𝗼𝘄 𝗛𝗥 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹𝘀: 1) How are you measuring the impact of mandatory office returns on employee morale and retention? 2) Are we truly aligning our strategies with what our people need, or are we just sticking to outdated norms without question? 3) What are you doing to ensure your workplace model is driving engagement and productivity, rather than stifling it?

As business leaders, we need to be aware of the dynamics influencing our workforce strategies. In today’s fast-changing talent landscape, staying ahead means understanding the trends that influence how we attract, engage, and retain talent. Our workplaces are evolving, so must we. Each month, I’ll share a few key trends shaping the world of work. The ‘Great Hesitation’ in Hiring As organisations continue to face uncertain market conditions, the hiring process has lengthened. This trend is being referred to as the 'Great Hesitation'. Employers are taking longer to make hiring decisions, while jobseekers are more cautious about changing roles. For leaders, hiring permanent staff can feel like a big commitment. But it also opens the doors to rethink workforce strategies. Flexible work models, such as contracting, reshapes how organisations access talent. Hiring professionals on a project basis can offer flexibility, cost-efficiency, and fresh perspectives, without the long-term risk. Flexible work isn’t just a short-term fix; it’s a long-term advantage in a world where agility is key. Entry-Level Hiring and AI Recent reports suggest a drop in entry-level hiring, partly due to AI. While we have seen some pressure on roles, it’s difficult to separate the impact of AI from wider economic factors affecting permanent hiring. AI is speeding up change, but human skills like adaptability, trust, and emotional intelligence, remain essential. It also presents organisations with significant opportunities to enhance productivity by automating routine tasks and freeing up professionals to focus on strategic, higher-value activities. At the same time, it’s important for professionals to upskill to work alongside AI. As my colleague James Milligan recently told The Guardian, “If they do not have that second skill set around how to use AI then they are definitely going to be at a disadvantage.” There are long-term questions too: if entry level roles disappear, what happens to the future talent pipeline? The Rise of the ‘Infinite Workday’ Despite fears of AI replacing jobs, Microsoft research shows another challenge called the 'infinite workday'. Workers now receive around 117 emails and 153 Teams messages a day. A third say they’re struggling to keep up with the pace of work the past five years. Wellbeing is closely linked to health and performance outcomes. Without clear boundaries, burnout becomes a risk, and can lead to absenteeism, lower productivity, and reduced engagement. It needs to be a priority- such as regular check-ins, agreeing clear performance objectives, and flexible working can make a big difference in how supported people feel. In a world where workforce dynamics are constantly changing, organisations must stay agile and ready to adapt. From changing expectations to the impact of AI, the ability to evolve will define which businesses thrive. By focusing on skills, flexibility, and a human approach, leaders can future proof their workforce.

The future of work isn’t coming—it’s here. Last week, at Transform one thing was clear: the workplace is evolving faster than most organizations can keep up. And those who aren’t adapting? They’re already behind. A few key themes stuck with me: 1️⃣ Trust is the new currency of leadership. Employees aren’t just looking for a paycheck—they’re looking for transparency, psychological safety, and leaders who show up with empathy. Trust isn’t built in all-hands meetings or company memos. It’s built (or broken) in the everyday moments. How leaders handle tough conversations, respond to challenges, and make decisions matters more than ever. As Brian Elliott, of Work Forward shared, saying “I don’t know” builds trust. 💡 2️⃣ HR is a business driver, not a back-office function. For years, HR fought for a seat at the table. Now, they have the keys—because culture, retention, and leadership development are business issues. But here’s the challenge: many HR leaders are still figuring out how to shift from operational executors to strategic advisors. Those who master this will define the next era of work. 3️⃣ AI isn’t replacing leaders—but it’s exposing them. AI is streamlining work and automating tasks, but it can’t build trust, inspire people, or navigate human dynamics. If anything, AI is putting a spotlight on leadership. Weak leaders will be exposed. Strong leaders will stand out. The real question isn’t “Will AI take my job?” but “How do I lead in a world where human skills are the differentiator?” 🦾 We all must be futurists. I keep coming back to something Ursula Burns, the former CEO of Xerox shared on stage—leaders can’t afford to wait for change, they have to prepare for it. That includes making tough talent decisions. Her advice? Don’t delay making key people decisions—but that doesn’t always mean letting someone go. So, I’ll ask you: What’s the biggest shift you’re seeing in your workplace right now? #Transform2024 #Leadership #FutureOfWork #HRLeadership

I've spoken to 4,000+ companies about remote work since March 2020 Here are the most common things I've heard 👇 1. 🏢 HQ Obliteration: Return to office has stopped, companies have cut back the real estate they could, and will cut a lot more as leases expire. The majority of workers will work remotely at least part-time and the amount will grow 2. ⭐️ Access talent: The first reason they are going remote-first is simple – it lets them hire more talented people. Rather than hiring the best person in a 30-mile radius of the office, they can hire the best person in the world for every role 3. 💰 Cut costs: The second reason is because it makes them more cost-efficient. Rather than spending $10K-$20K per worker a year on office space they can provide a worldclass remote setup for less than $1,000 a year 4. 🌐 Universal problems: doesn’t matter the size of the organization, every company is dealing with the same thing. How do we operate as a global business? Equipping teams and managing assets is a huge pain point 5. 🏭 ESG Considerations: many companies care massively about the environmental impact eradicating the office – and the commute – has. 108 million tons of Co2 less every year. Boards are looking here as well 6. ❤️ Quality of life: companies also know they don’t need workers to waste 2 hours a day commuting to sit in an office chair for 8 hour. Companies have seen reducing commute frequency leads to happier more productive workers 7. 🚀 Outcomes vs. Time: the measure of performance in the office is how much time you spend sat in your seat. The measure of performance while working remotely has to be output. Companies are moving slowly here 8. 🎡 Hybrid Conflict: what companies and workers think hybrid means are two different things. Workers think it is being able to work remotely whenever they want. Companies think it is telling workers when they must attend. Big problem 9. 🛑 Bad Software: companies continue to use software and tooling designed for in-office teams causing issues for distributed workers. New tools developed by remote-native startups are emerging but not being adopted fast enough 10. 🔐 Tech & Security: in the old world the edge from a security perspective was the office, now it's every device. This creates big security risk and vulnerabilities as devices are lost. Companies lack good solutions

What happens when a company truly litsens to its employees? In 2020, Allstate (The Insurance Company) asked a simple yet transformative question: Where do you want to work—office or remote? The response was overwhelming—95% wanted flexibility. Allstate didn’t just listen; they took bold action. Fast forward to 2024: Allstate sold its Chicago HQ at a 62% loss, slashed real estate costs from $382M to $138M, and embraced a fully flexible workplace model. The result? Despite facing one of the worst years for the insurance industry due to extreme weather, Allstate’s stock hit an all-time high, up 77% since… going flexible. Key to this success is Lauren DeYoung Allstate’s “Workplace Futurist.” Under her leadership, the company has evolved once more: employees are now empowered to work from coworking spaces when needed. As Lauren puts it: “We need shared spaces for collaboration and training. But asking people to commute just to sit on video calls? That doesn’t make sense.” This insight shows how the workplace is being re-purposed. The office isn’t obsolete—it’s a strategic tool. For onboarding, collaboration, and team-building, in-person spaces are invaluable, cutting turnover in new-hire teams from 35% to 5%. But for focused work, flexibility remains supreme. The results? 📉 Real estate spending down by two-thirds (Read that again). 📈 Stock price soaring 77% to record highs. Remember: 10% of Fortune 500 companies are now fully flexible—while only 4% remain full-time in-office. The future of work isn’t about picking one model; it’s about blending both. Last time I checked Allstate is a Fortune 100. Allstate’s journey proves that by listening to your people and adapting boldly, any company can thrive in a rapidly changing world. #FutureOfWork #Flexibility #Leadership #WorkplaceTransformation

"Goldman Sachs has been in-person five days a week since 2021" This may describe the policy (for some, not all) since 2021. But compliance? Not even close. "Bosses have maintained that in-office work is more efficient and productive than remote work." Yes, some have. However, volumes of evidence including from Nick Bloom's wfhresearch.com, Mark Ma, John Hopkins, PhD, Global Workplace Analytics, and Future Forum show that for millions of people enabling distributed work with flexibility produces better results. Managers focus on achieving team results, not locations. Investors focus on achieving corporate results, not locations. Are executives out of sync? Is line-of-sight the key to transform business operations and meet customers' shifting demands during a ongoing period of tech-driven change? How do fixed policy and mindsets help employees flex for evolving business needs? Managing distributed teams has been an increasing trend since corporations ramped up expansion, opening multiple offices nationally and internationally and business travel increased, starting in the 1980s. Select CEOs now appear to be increasing the number of mandated days working in the office hoping for more realized days in the office (not likely believing they will get close to 100% compliance). They are missing the point. Workplace flexibility is a mindset first, policy second. Compliance starts with trust. Performance is enabled by autonomy and flexibility. Help your managers lead distributed teams, listen to employees' needs and adapt to achieve effective individual and team performance. Team protocols will morph as projects change and teams collaborate in different configurations. It's 2025, modern work is based on: LEARNING - upskilling, reskilling, experimenting, implementing. INTENTION - proactive self-management, greater autonomy. FLEXIBILITY - mindsets, operations, distributed project work. EMPATHY - human-centric approaches, trusting relationships. Your company culture and policies need to work with, not against, these L.I.F.E. principles. Assess where your leadership stands on each of these. How can you evolve in each area to better adapt to modern work (aka the Future of Work) and make it easier to improve business results? https://lnkd.in/d4BP2M63

 Is there a trend the number of open jobs in the market indicate about WFH? Could we say that enterprises have had 5 significant shifts in thinking and approach towards flexibility and the need for it since 2020? 1)REMOTE IS POSSIBLE: The first shift in thinking was triggered by the novelty of large-scale remote working and the early-stage gains in efficiency and productivity. The profitability boost from lowered operating expenses saw enterprises giving up office real estate and declaring remote working as the future of the workplace. 2)FLEXIBLE BY FORCE: The second shift in thinking occurred when the hyper-hiring in 2021 triggered an unprecedented war for talent. While remote-working efficiencies and productivity had already normalized, enterprises kept remote working as a necessity to access talent for hiring. 3)BIRTH OF HYBRID: The third shift occurred when productivity & profitability dropped, high attrition rates and depleted employee engagement challenged full-time remote working. However, back-to-office mandates saw resistance from the workforce. Full-time hybrid roles gained popularity as a midway point between WFH and WFO and as a way to retain employees while they transition back to cubicles. 4)BACK TO OFFICE: The sustained headwinds in 2022 and 2023 forced enterprises to shed load through layoffs and correct the expensive talent buying done during the buoyancy. Full-time remote working options were dropped as an inefficient model, while hybrid stayed in play through 2023 and early 2024. 5)HYBRID OF REMOTE & WFO?: The period since the 2nd half of 2024 has been an inconsistent mix of responses to the flexible working formats. Enterprises and industries are altering their mix of full-time remote, hybrid and work-from-office openings. Continuing revenue and margin pressures in specific cohorts like IT products and IT services are driving thinking towards bringing back a more prominent presence of flexible working models. Meanwhile, other cohorts like startups, consulting services and traditional sectors continue their preference for WFO. Early indicators point towards the WFO and Flexible working openings to settle at an overall 80:20 mix for 2025, with a combination of sectors favouring flexible engagements and those who swear by WFO. A topic that refuses to bow down, and we haven't heard the last of it yet!

𝗪𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝗯𝗲 𝗿𝗲𝗮𝗱𝘆 𝗳𝗼𝗿 𝗮 60-𝘆𝗲𝗮𝗿 𝗰𝗮𝗿𝗲𝗲𝗿? As lifespans increase, this question is no longer hypothetical, it’s strategic. I recently explored "Longevity: Three Trends That Redefine How We Live and Work" by Nele Dael & Alyson Meister (IMD), and the message is clear: the future of work is multi-stage, multi-generational, and much longer than we ever expected. The classic model: education => career => retirement, is becoming obsolete. With people living longer and healthier, we're entering a new reality: multi-stage lives and 50+ year careers. This isn't just a health story, it's a business and societal transformation. Here are the big 𝘁𝗮𝗸𝗲𝗮𝘄𝗮𝘆𝘀: - Healthspan > Lifespan: The WHO urges a shift toward healthy aging, not just adding years to life. - Workplaces as health hubs: Investing in employee well-being boosts engagement, longevity and profitability. - AI & prevention: New tools can predict biological age and health risks offering companies powerful ways to shape long-term workforce vitality. 𝗧𝗿𝗲𝗻𝗱 1: 𝗧𝗵𝗲 𝗟𝗼𝗻𝗴𝗲𝘃𝗶𝘁𝘆 𝗘𝗰𝗼𝗻𝗼𝗺𝘆 - Now worth $8T, projected to hit $12T by 2030. - Aging consumers are reshaping markets: wellness, supplements, coaching, real estate. - Governments & employers are rethinking pensions, phased retirement, and lifelong learning. 𝗧𝗿𝗲𝗻𝗱 2: 𝗠𝘂𝗹𝘁𝗶-𝗚𝗲𝗻𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗙𝘂𝘁𝘂𝗿𝗲𝘀 - Up to six generations in one workplace. - Age-inclusive leadership, flexible roles, and reskilling are essential. - Retirement isn’t a full stop, it’s a transition. 𝗧𝗿𝗲𝗻𝗱 3: 𝗦𝗼𝗰𝗶𝗮𝗹 𝗠𝗲𝗱𝗶𝗮 & 𝗟𝗼𝗻𝗴𝗲𝘃𝗶𝘁𝘆 - 67% of Americans consider themselves biohackers. - Influencers are shaping perceptions of aging more than doctors. - Organizations can lead by promoting evidence-based content and empowering internal health advocates. Longevity isn’t just a health trend, it’s a leadership and business strategy. We need to redesign work for longer, healthier lives. #Longevity #FutureOfWork #Leadership #HealthyAging #EmployeeWellbeing #HRStrategy #AgeInclusion #LifelongLearning #WorkplaceTransformation #IMD

When people see a new alt.f coworking centre, the first thing they notice is the design. And good design in coworking isn’t about looking pretty. It’s about predicting how people will work 5–10 years from now. Because unlike an app, you can’t “push an update” to a real estate product. Once we build a space → it has to stay relevant for a decade. So when we design, we think about things most people don’t notice: ➝ Storage requirements shrinking every year because everything is digital now ➝ Chairs and partitions people will prefer 3–5 years from today ➝ How many lunchboxes really come in at peak time ➝ Whether creators will need podcast rooms or content pods ➝ How pantry and washroom movement needs to be planned for future density ➝ How much flexibility the floor needs for teams that grow month-to-month This is why our new Design 3.0 philosophy is a mix of: what people need today + what work culture is clearly moving towards. And it’s not just us. Coworking globally has been reinventing real estate in fascinating ways: ➝ Some companies converted old theatres into coworking spaces in the day ➝ Auditoriums, clubs, banquet halls — all redesigned intelligently to become workspaces ➝ We even experimented with a coworking cart, just to make a point: work can literally happen anywhere if the design supports it The world doesn’t need more “offices.” It needs spaces that understand how people work, not just now, but years ahead. #coworking #flexibleworkspaces #workculture