Report says business leaders should 'rethink the role of the office and how it fits into employees' lives'
Hybrid work has become a permanent fixture in many organisations worldwide, but employees are looking to get more out of it, according to a report.
Specifically, workers are calling for more flexibility, better office experiences, and stronger support for wellbeing.
Employees who view hybrid policies favourably tend to work in environments where business needs are balanced with employee wellbeing, and where there are quality workplaces, supportive management, and opportunities for learning and development. These employees are more likely to report high satisfaction with office design, wellbeing services, and amenities, with 71 per cent saying their company is a great place to work.
By contrast, those dissatisfied with their office environment are less likely to comply with hybrid policies, often citing concerns about quality of life and a lack of meaningful support. JLL found that 40 per cent of employees believe they will be less productive if they cannot choose their preferred work setting.
Need to be flexible with flexibility
Hybrid arrangements remain critical for 41 per cent of the global workforce, but caregivers have more complex needs, according to JLL's survey of 8,700 office workers across 31 countries, employed at organizations with more than 1,000 staff members:
- 42% require short-notice paid leave
- 33% want remote training options
- 43% seek greater hybrid flexibility.
“This reinforces the imperative for employers to dispense with a one-size-fits-all approach to flexibility,” say JLL’s research director for global work dynamics research, Flore Pradère and research consultants Borja Ruiz de Castañeda and Diana Naït-Belkacem in the JLL Workforce Preference Barometer 2025.
“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."
Compliance with RTO mandates
Currently, 72 per cent of employees have accepted office attendance policies. However, positive attitudes towards these policies do not always translate into compliance, finds the report by JLL.
Compliance with hybrid policies varies by region and demographic. Workers in the Middle East and Asia-Pacific show higher approval than those in Europe.
Younger employees, caregivers, and managers are more likely to respond positively, but a gap remains between official policy and actual practice: compliance ranges from 74 per cent in the United States to 85 per cent in Europe, with France and Italy exceeding 90 per cent.
The report recommends that employers move beyond one-size-fits-all approaches by tailoring policies to individual circumstances, making office time meaningful, addressing retention risks, supporting holistic wellbeing, and focusing on engagement and outcomes rather than just attendance. JLL also urges investment in differentiated office environments, AI-enabled collaboration, and flexible work options to meet rising employee expectations.
Work-life balance top priority for employees
JLL also found that work-life balance has now surpassed salary as the top priority for employees, with 65 per cent identifying it as their main concern—an increase from 59 per cent in 2022. While 57 per cent of employees believe flexible working hours would improve their quality of life, only 49 per cent currently have access to this benefit.
Only a fifth of Canadian professionals are sticking to their traditional core office hours, with the majority working beyond the standard workday to keep up with demands, according to a previous report.
To meet workers’ demands, Pradère et al. recommend that employers do the following:
- Tailor employee value propositions, including varied amenities and flexibility options adaptable to different life stages and responsibilities.
- Expand flexible policies to emphasise autonomy over working hours and support short-notice leave, and tailor options to distinct employee groups.
- Establish holistic wellbeing programmes 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.
