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.

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.

The 2025 Workforce Preference Barometer reveals a workplace that is more structured and more accepted, but with higher expectations placed upon it. Employees tend to comply with office attendance policies, but engagement hinges on the quality of work environments and overall experience delivered. Work-life balance is now a universal requirement, centered on time management beyond the place of work. While salary and flexibility remain fundamental, employers that focus solely on these factors risk falling short: addressing the emotional dimensions of work—burnout, purpose, recognition—are critical to sustaining performance and long-term retention.

Meeting these expectations in a cost-conscious environment will require organizations to assess which measures can deliver the desired returns for their business outcomes. Our findings suggest several priority actions for employers:

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.

Strategic workplace solutions for the hybrid era, powered by JLL

Ready to transform your workplace strategy to meet rising employee expectations and drive retention? We help organizations design flexible, engaging work environments that balance structured policies with employee wellbeing.

Contact JLL Consulting Services today.

¹Structured hybrid policies blend in-office collaboration with remote flexibility, offering a balanced approach to work (usually between one to three days on-site). They involve predefined guidelines for when employees need to work from the office, while still allowing for remote work some of the time. Among those policies, an RTO (return-to-office) mandate is a workplace policy that requires employees to work from the organization's offices. These mandates often involve rescinding flexible or remote work policies previously in place and usually require employees to work four to five days on-site.

² For more insights about office obsolescence challenges, refer to www.jll.com/en-us/insights/opportunity-through-obsolescence