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.

Again, regional disparities are stark when it comes to the perception of workplace experience, with the Middle East and the U.S. reporting the highest satisfaction (77%), while Europe reports the lowest (51%), particularly in France and Germany – this may be linked to higher expectations in certain localities but also to the quality of the office buildings in each region.² Although managers, caregivers and younger workers report higher satisfaction, they also expect much more from their offices, increasing the pressure on employers to deliver workplaces that are more responsive to workforce needs.

Distinctive workplaces and AI-enabled collaboration

With attitudes to work evolving, offices must offer a commute-worthy alternative to home-working environments. High-quality fit-outs, personalized experiences, a range of amenities and food services, and opportunities for networking and leadership connection define the next-gen workplace sought by employees. Such offices may also integrate more sophisticated collaboration ecosystems, augmented by AI agents and intuitive audio capabilities, to enable richer real-time interactions across distributed teams in and out of the office.

Work-life balance outpaces salary

A higher salary remains the top reason why people look for a new job, but work–life balance has overtaken pay as the leading priority while with a current employer – cited by 65% of office workers globally, up from 59% in 2022. This underscores employees’ need for agency over when and how they work, and its influence on talent retention. While work-life balance is the top priority across age groups, those aged 18–34 are more driven than others by visibility, rewards and recognition alongside wellbeing and belonging; they look beyond compensation towards fulfillment and lifestyle integration.

The flexibility gap: Expectations versus access

As more workers value autonomy over not only where they work but when, flexible hours have become key to workplace satisfaction.

57% of employees believe flexible working hours would improve their quality of life, but only 49% currently have access to that benefit. The expectation of flexible hours is high among all genders, ages and geographies, particularly in South-east Asia (Singapore, Philippines, Indonesia, Malaysia). Our survey also highlights that those who enjoy working in the office are significantly more likely to have access to flexible schedules. This points to growing employee expectations for environments built on trust, flexibility and support for true work-life integration, irrespective of access to hybrid arrangements.