• Employees have broadly accepted office attendance policies, yet positive sentiment does not always translate into compliance. Employees expect employers to acknowledge their personal circumstances and to meet their high expectations for office environments.

• The desire for work-life balance is stronger than ever, outweighing salary. Flexibility needs are shifting towards management of time over place. While most employees recognize the benefits of being in the office, all aspire to have some autonomy over their hours and how they integrate work and life. 

• Wellbeing concerns, particularly burnout, pose a persistent threat to organizational outcomes and employee retention, raising the need for employers to create more supportive work environments.

In many global organizations, hybrid working has become a permanent feature. Work-life balance expectations are evolving for both employees and their employers, continually shaping a new world of work. JLL’s Workforce Preference Barometer 2025 surveyed 8,700 office workers across 31 countries, employed in organizations with more than 1,000 staff in sectors including finance, technology, manufacturing and public services.

Our analysis offers insights into what employees expect from their work environment and the impact of structured hybrid policies, shifting flexibility needs and resulting retention challenges. These findings reveal key areas for employers to address at a time when cost pressures demand highly strategic investments in the workplace.

Acceptance of hybrid policies varies considerably by region and demographics. Workers in the Middle East and APAC show higher approval than those in Europe. Younger employees, caregivers and managers are more likely to respond positively. These groups appear to benefit more directly from physical presence in terms of visibility, support, comfort, acquisition of professional skills, access to resources, etc.

Regardless of mandated days, a gap persists between official hybrid policy and practice. Compliance ranges from 74% in the U.S. to 85% in Europe (with compliance rates above 90% in France and Italy in particular), including those going to the office more than mandated.
 

• ‘Compliers’ value stability over amenities, training or flexibility. They often belong to older cohorts and are more likely to be from Europe (Italy, France, Belgium, the UK) and to work in the public sector. Their compliance is less about the workplace’s appeal and more about their tenure, seniority and fewer personal constraints. 

• ‘Non-Compliers’ leverage empowerment: typically younger (notably 30-34 years old), caregivers and concentrated in tech roles in North America, they are highly trained, recent hires and often managers. Strikingly, they tend to work at companies offering more perks (e.g., high-quality offices, childcare, concierge services, free meals, wellbeing programs) but their attendance is more influenced by their individual constraints (e.g., caregiving, commuting time). They report high performance and possess the skillset to navigate job changes, placing them at a higher risk of leaving. Their non-compliance is less a rejection than a calculated decision based on their sense of empowerment – though turbulence in labor markets may change this.

How companies can address non-compliance

Great office environments matter, but they must be part of a comprehensive strategy addressing the deeper personal and professional drivers of non-compliance:

1. Personalize the approach. Tailor policies by career stage and personal circumstances. New parents, senior employees and long-tenured staff have different needs and motivations.

2. Make office time valuable. Focus on meaningful in-person experiences over mandates and provide compelling reasons for office presence.

3. Address retention risk. Create pathways for high performers to remain engaged without strict compliance. Ensure leaders can have nuanced conversations about individual circumstances.

4. Support holistic well-being. Go beyond physical perks to address wellbeing, work-life integration and burnout prevention. Develop community-building programs to combat isolation.

5. Prioritize engagement. Track outcomes and contribution, not just attendance. Continuously assess and adjust strategies based on employee life changes and business needs.

Expectations for office experience rise and vary

Despite the level of hybrid policies acceptance, the return to physical spaces has laid bare a mismatch between policy and office experience: almost 40% of global respondents believe their office experience could improve. Top areas of dissatisfaction include building location (traffic, connectivity, safety), workplace environment factors (ergonomics, acoustic comfort) and the quality of amenities on offer (food options). More than other cohorts, younger workers expect access to nutritious food and beverage options. Clear opportunities exist for improvement, but in today’s cost-conscious environment, employers must assess which can deliver the greatest return for their workforce.
 

More than one in three believe office experience could improve

The case for tailored flexibility

Hybrid arrangements remain critical for 41% of the global workforce, but caregivers have more complex needs: 42% require short-notice paid leave, 33% want remote training options and 43% seek greater hybrid flexibility.

This reinforces the imperative for employers to dispense with a one-size-fits-all approach to flexibility. A modular employee value proposition, offering choice and personalization can help workers align rewards with their lifestyles. And managers must be trained to support diverse workforce expectations.

Rethinking the office itself matters too. Security protocols should allow extended access hours, while smart lighting, HVAC and space-booking systems support flexible work patterns. Allocating seating by neighborhoods for teams or departments can also create opportunities for more dynamic space management, enabling shared workspaces and providing flexibility for employees to work across different spaces and offices. Successful organizations will plan occupancy in real-time, based on forecasted occupants and individual workstyles. This can materially reduce the costs of space provision and optimize occupancy rates while improving employee experience and community building.

Burnout: the invisible drain on workforce performance in an “always on” world of work