• 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.

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

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.

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

In the hybrid era, burnout has become a serious threat to employers' operations, with nearly 40% of global office workers reporting they feel overwhelmed or exhausted. Rates spike among caregivers, who often hold managerial positions. Though a significant 48% of the workforce identifies as having caregiving duties, primarily for young children or elderly relatives, many feel these pressures are poorly understood and supported at work. Burnout rates are also higher in the tech and banking sectors.

Even more concerning is the connection between burnout and attrition. Among employees who say they are considering leaving their employer in the next 12 months, 57% report burnout, signifying the risk it poses to employee engagement and loyalty. 

Psychological contract at risk

While salary and flexibility remain fundamental to retention, our survey reveals a deeper psychological contract: workers today want to be visible, valued and prepared for the future. Around one in three say they could leave for better career development or reskilling opportunities, while the same proportion is re-evaluating the role of work in their lives. Recognition from managers, emotional wellbeing and a clear sense of purpose are now central to long-term retention.

This is particularly true for mid-career employees who shoulder caregiving duties or managerial responsibilities: a group under pressure at work and at home, juggling new tools and digital environments amid an urgency to reskill to secure employability. Many say their company isn’t a great place to work and score lower on indicators like connection to company culture, wellbeing, collaboration and the quality of their work environment. 

Those with one to five years’ tenure—another high-risk group—tend to work remotely more than expected and report lower engagement, empowerment and connection, probably because they were hired during the pandemic without a full induction into company culture.

Together, these patterns suggest that retention now hinges less on perks and more on how well organizations respond to the full context of their employees’ lives. This creates an opportunity for the physical workplace to play an integral role in creating a genuine sense of culture and belonging.