Not all office attendance policies are created equal

Three years into widespread hybrid adoption, structured hybrid policies¹ are now the norm, with 66% of global office workers saying their company sets clear expectations for the number of days working on-site. While 72% of the global workforce view these policies positively, that acceptance often depends on the overall employee experience.

Employees with a positive view tend to work in environments where business needs are balanced with employee wellbeing – they benefit from quality workplaces, an empowering managerial culture and learning and development opportunities. They value clear expectations and shared routines—50% say office presence supports better teamwork, 43% prefer to work from the office and 35% view hybrid policies as fairer to all employees. They are also more likely to feel their employer is getting the broader environment right: 71% say their company is a great place to work and they report higher satisfaction with office design, wellbeing services, social infrastructure and mobility support.

By contrast, those with a negative view of their organization’s hybrid policies often lack these conditions. Their concern is less about returning to the office and more about the lack of support that makes it a comfortable and worthwhile experience. 40% believe they will be less productive if they are unable to choose their preferred work setting.

Negative perceptions peak among employees who are dissatisfied with their office environment, suggesting that the quality of office experience is paramount to demonstrate the value of working from the office, especially in terms of productivity, teamwork and individual comfort.

Those with negative views on hybrid policies are also concerned about quality of life (highlighted by 55% of these employees) and feelings of being stuck (42%) or let down (41%). Where the “psychological contract” – employees’ implicit expectations of being valued and supported – is broken, employees seek compensation via increased commuting stipend and flexible hours.
 

Great workplaces have a significant impact on structured hybrid policy acceptance

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.

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