Beyond Mandates:

The Future of Hybrid Work

• Employees have broadly accepted office attendance policies.Belgian employees show strong acceptance of office attendance policies with 72% having structured policies and 63% expressing positive sentiment. However, positive sentiment does not always translate into compliance, as employees expect employers to acknowledge their personal circumstances and meet high expectations regarding office environments.

• The desire for work-life balance is stronger than ever.The desire for work-life balance has intensified in Belgium, with 68% prioritizing it over salary (up from 62% in 2022). Flexibility needs are shifting towards time management over location, with half of office workers wanting flexible hours while hybrid arrangements have reached equilibrium.

• Wellbeing concerns, particularly burnout, pose a persistent threat to organizational outcomes. Wellbeing concerns persist as critical retention factors, with 32% of Belgian employees experiencing burnout and 25% feeling isolated, though 59% report feeling empowered at work.

Structured hybrid policies are now standard

Belgian organizations have embraced structured hybrid policies more extensively than the European average, with 72% of office workers subject to attendance policies compared to 64% across Europe. The breakdown shows 51% work under hybrid arrangements (1-4 days in office) while 22% face full-time return-to-office mandates.

High policy acceptance despite quality concerns

Belgian workers demonstrate relatively positive attitudes toward attendance policies, with 63% expressing positive sentiment - significantly higher than the European average of 41%. This acceptance stems from practical considerations: 40% believe office presence supports better teamwork, 35% need to align with company policies and 30% prefer working from the office.

However, acceptance doesn't guarantee satisfaction with the office experience. While 41% of Belgian employees consider their work environment close to ideal, 59% believe their office experience could be significantly improved. Key improvement areas include outdoor access (41%), acoustics and noise levels (37%), plants and greenery (37%), design (34%), and thermal comfort (28%).

Fit-out, services and amenities can significantly enhance workplace experience

Our global survey reveals that 59% of office workers in Belgium believe their office experience could be enhanced, with the most requested building improvements being outdoor access (41%), better acoustics and noise control (37%), increased plants and greenery (37%), improved design (34%), and enhanced thermal comfort (28%).

On the other hand, the building location also directly influences the occupier’s day-to-day experience. Belgian office workers particularly value comprehensive food services, with 48% prioritizing close-by or on-site food courts, baristas, or chefs offering fresh and healthy meals. Wellbeing and sport services rank second at 37%, followed by free or subsidized travel to the office (33%) and health services (30%). In other words, surrounding and on-site amenities significantly improve the office experience.

Work-life balance takes priority over salary

Work-life balance has become the dominant priority for Belgian workers, rising from 62% in 2022 to 68%

Top Priorities for employees

in 2025 - outpacing salary considerations set at 44% in 2022 and rising to 48% in 2025. For Belgian employees ‘Earning a salary that supports their lifestyle’ remains the second most important priority but has been overtaken for the first time by the quality-of-life factors. This trend reflects a fundamental shift in employee expectations and values across the Belgian workforce.

The flexibility priorities are shifting from location to time. Hybrid work arrangements are meeting employee expectations in Belgium as there is only one percent difference between employees benefiting from them and those who desire them (30% vs 31%). This shows reasonable alignment between current work conditions and desired work arrangements.

Today the workforce expectations go towards more flexible hours to hence better time management, work life balance and improved commute time (50% desire flexible working hours). Another great improvement linked to time would be a 4-day week (42% would like to adopt this option).

Having successfully addressed location flexibility, Belgian companies are now focusing on temporal arrangements.

Work-life balance

Despite positive policy acceptance, Belgian employees continue to face significant wellbeing challenges. Nearly one-third (32%) report experiencing burnout, while a quarter (25%) feel isolated at work—both figures notably lower than the global averages of 39% and 38% respectively. However, there is encouraging news: 59% of Belgian employees feel empowered at work (supported and encourage to take initiative by their managers), suggesting that organizations in Belgium are performing better than the global average (35%) in creating supportive workplace environments.

Lower turnover risk

Belgium shows relatively lower turnover intentions, with 15% of employees considering leaving within 12 months compared to nearly 24% globally. However, 54% of Belgian workers don't consider their company a great place to work, indicating substantial room for improvement in employee experience.

The primary reasons Belgian employees consider leaving include better salary (39%), limited career development (25%), more flexibility (24%), and reduced commute time (22%).

Lower turnover risk

The Belgian workforce demonstrates mature acceptance of hybrid policies while maintaining high expectations for workplace quality and flexibility. To capitalize on this foundation, Belgian employers should:

The physical workplace

• Coordinate teams’ locations and presence to make the commute worthwhile, ensuring opportunities to collaborate, strengthen culture, spend time with managers or engage in informal learning.
• Create differentiated office environments, with high-quality finishes, personalized amenities, nutritious food options and modern social spaces.
• Leverage technologies to create AI-enabled collaborative environments and make office spaces more responsive, accessible and community-oriented.
• Use the physical workplace to strengthen company culture and professional growth, providing opportunities for recognition, community, networking and mentorship.
   

The broader experience

• Tailor employee value propositions, including varied amenities and flexibility options adaptable to different life stages and responsibilities.
• Expand flexible policies to emphasize autonomy over working hours and support short notice leave, and tailor options to distinct employee groups.
• Establish holistic wellbeing programs addressing mental wellbeing, caregiving support and burnout prevention, especially for high-risk groups like managers and caregivers.
• Invest in manager training focused on emotional intelligence, remote leadership and awareness of team pressures.
• Continuously gather and act on employee feedback, segmenting strategies by demographics, roles, tenure and regions to keep policies adaptive and relevant.

Today, the workplace must do more to earn its place in employees’ lives. The most successful organizations won’t simply adapt to change but will intentionally design for it, focusing on what their talent truly values.