Workplace Flexibility Trends

What happens when return-to-office mandates ignore the data? According to a Barron’s report, JPMorgan Chase’s own internal survey—completed by 90% of its workforce—shows employee sentiment has dropped significantly since the full return-to-office policy began in March. The lowest-scoring areas? 🔻 Work-life balance 🔻 Health and well-being 🔻 Internal mobility While CEO Jamie Dimon remains convinced that the company performs better in person, the workforce is signaling something different—and it’s time we pay attention. Full return-to-office mandates are not only outdated—they're risky. What I see is that all generations are now expecting some level of flexibility, and when leaders dismiss that shift, morale declines and attrition rises. Top talent doesn't just disengage. They start making exit plans. As HR and business leaders, we must do two things: 1️⃣ Reevaluate the ROI of in-office presence. If the goal is collaboration, innovation, or mentorship, then measure those outcomes—not attendance. Proximity without purpose is not strategy. 2️⃣ Design flexibility as a business accelerator, not a perk. Flexibility, when done right, fuels productivity, autonomy, and trust. It's not about letting people off the hook. It's about giving them the tools and conditions to do their best work. Here’s the hard truth: People don’t resist coming to the office. They resist coming back to systems that ignore their lives, their input, and their evolving expectations. How would you react if your company had a RTO mandate? #FutureOfWork #ReturnToOffice #HRLeadership #WorkplaceStrategy #HybridWork #EmployeeExperience #WellbeingAtWork #LIPostingDayJune

Fascinating results were released recently. In 2019, Iceland launched a bold experiment: the 4-day workweek: 📉 36 hours instead of 40 💰 No reduction in pay 👥 2,500 workers across diverse industries 🧪 Real-life trials over 4 years Fast-forward to today: Nearly 90% of Iceland's workforce now benefits from reduced hours. And the recent results are stricking: - Productivity remained the same—or improved. - Workers felt less stressed, more energized. - Job satisfaction and engagement soared. - Gender balance improved: men took on more family duties, women pursued full-time roles. - No negative impact on service quality or deadlines. What made it work? It was method: ✅ Tight collaboration between workers and employers ✅ Focused redesign of workflows—fewer meetings, less micromanagement ✅ Clear priorities, empowered teams ✅ Measurement, feedback, iteration This wasn’t just a workplace shift. It was a mindset shift. 💥 So, what can we learn? - Time ≠ productivity. Focus, energy, and clarity matter more than clocking hours. - Shorter weeks force better design: You eliminate waste by necessity. - People-first cultures outperform: When humans thrive, business thrives. - It’s not about working less—it’s about working better. 🔍 My take? We’re entering the age of Agentic AI. AI can now take on tasks, decisions, even manage workflows. We keep talking about AI, automation, and working smarter. But isn’t this exactly what working smarter looks like? That’s not a threat to human work. That’s an opportunity to redesign it. If machines are taking over the repetitive stuff, shouldn’t we reclaim time to think, rest, create? I believe the future of work isn’t just about AI tools. It’s about human rhythms. Energy. Attention. Balance. The Iceland model is a mirror. It shows what happens when we stop obsessing over presence… and start optimizing for purpose. So here’s my question: Is the 4-day workweek the logical next step in the age of AI? Or is it a luxury that only a few countries can afford? 👇 Let’s discuss. #FutureOfWork #4DayWeek #AIandHumans #AgenticAI #Leadership #HumanCentered #ReinventWork #Irreplaceable

Most in-office mandates are not well-grounded in data. At Atlassian, we take an evidence-based approach to our work policy. We trust our employees to choose where they can deliver their best work, every day. And our data tells us it’s working. I spoke with Brody Ford and Matthew Boyle about what that means: - We have access to a broader pool of diverse talent. After implementing Team Anywhere, the percentage of our remote hires (2+ hours from an office) jumped from 14% to 54%. - We see no evidence of decreased productivity. Preliminary research shows that our most productive teams are actually those distributed across ~4 timezones. - Our research shows teams don’t need to be in an office 260 business days per year to feel connected and be productive. In fact, bringing teams together with intention just 3 times per year has a greater impact on connection than regular office attendance. Atlassians report high levels of satisfaction. 92% agree that “The flexibility to work from anywhere allows me to do my best work.” Read more from my interview with Bloomberg. ⬇️

Fully remote is turning into something more practical: employee choice. Turns out, providing flexible solutions -- not just flexible policies -- is what's taking hold in most #tech firms, based on new data from Flex Index. Here's the latest, based on their study of 2,670 tech companies from June '23 to June '24. 👉 79% of tech firms are now Fully Flexible, up from 75% in 2023. Only 3% of tech firms have 5 day a week policies — 5 days a week in office is nearly dead The big shift: fully remote policies are declining fast, in favor of employee choice models: companies that are providing employees with access to space on an ongoing basis for use by teams and individuals who need it. 👇 Only 23% of Tech firms are now Fully Remote, down from 37% in 2023 ☝ 56% of tech firms have adopted an Employee’s Choice model, up from 38% in 2023 Employee choice makes so much sense, especially when you consider there are at least as many people who need an office 5 days a week (home setup doesn't work for them) as there are people who want to be fully remote. Best way to get top talent? Provide flexible solutions, not just flexible policies. 🏢 There's also some very big differences across companies by size. Big tech firms (>25k employees) are 2X more likely to have a more structured hybrid approach than those <5k. Getting teams together on a regular basis is important. Providing people with access to spaces that work, the tools they need and guidance builds better teams and drives organizational outcomes. 👉 Check out the latest from Flex Index here: https://lnkd.in/gPDFzN_K #ReturnToOffice #Remote #hybrid #remotework #hybridwork

All is not well in fully-remote OR fully in-office work. While new Gallup research reveals that fully remote workers are more engaged than even hybrid workers (and fully on-site workers are the least engaged - a slap in the face of RTO), they aren't thriving the most - hybrid workers are. It's perhaps no surprise (to all but some CEO's and managers) that fully on-site workers are thriving the least. Interestingly, hybrid workers experience the most stress (just a hair more than fully remote), and disturbingly, fully remote workers are more likely to experience anger, sadness, and loneliness - by a decent margin. Gallup believes that physical distance can create mental distance and that work becomes "just work" without deeper connections with coworkers that can be more easily formed from spending time together in person. They also think that it's the autonomy that comes with remote work which can create stress and lead to the negative emotions mentioned above. I think these are very interesting findings, and I would like to believe that most companies would take the time to reflect on them and take appropriate action. Here's what I think companies can do: 1. Address the emotional well-being of remote workers with regular check-ins, mental health resources, and virtual social activities to combat isolation. 2. Optimize hybrid work environments by creating create clear boundaries between work and home life, help their workers manage workloads effectively, and ensure hybrid workers aren't overcompensating with longer hours. 3. Explore the advantages of remote work, seek to understand what drives the higher engagement and apply these lessons across all work arrangements. 4. Given that each work arrangement faces different challenges, develop tailored well-being strategies for each work type. A one-size-fits-all approach isn't the way to go. 5. Ensure that remote workers have career development opportunities, opportunities to develop meaningful social connections, and achieve work-life balance to close the thriving gap. 6. For companies that are (or are considering moving to) fully in-office work, reconsider hybrid and/or remote work for the clear benefits. I know - wishful thinking, especially for #6. Here's the full Gallup report: https://lnkd.in/ezQB4K5q #WellBeing #EmployeeEngagement #WorkLifeBalance #FutureOfWork #RTO

I’ve talked to LOTS of caregivers and almost every single one has said that the most important thing to ensure their success is flexibility. Flexibility of where and how they work is the most important factor in their ability to perform at high levels. But what does flexibility mean? Ultimately, it means that you have healthy trust on your team. They trust you to clearly outline objectives and timelines. You trust them to manage the work and pivot in turn. They trust that you will measure outcomes as the key indicator of performance. You trust them to deliver those outcomes. They trust you to impose feasible and reasonable workloads. You trust them to proactively communicate when workloads start to exceed sustainable capacity. Everything else becomes inconsequential – the how, where, and when that contributes to the agreed upon outcomes become open-ended options that can be applied based on need. Flexibility is letting go of the stagnant vision of what work is “supposed” to look like, and focusing on what the work delivers.

Remote work has had a huge impact in the hiring and retention of Disabled talent. Despite it taking a pandemic to become a reality, remote work offers numerous benefits for Disabled individuals. Before you decide to make the return to your office mandatory, please consider some of the reasons why remote work is particularly advantageous for... ...Your company: 1. Enhanced Productivity: By eliminating distractions commonly found in a traditional office, remote work can enhance focus and productivity allowing individuals to efficiently complete their tasks. 2. Health Benefits: Remote work can positively impact the mental and physical health of disabled individuals, thereby preserving vital mental and physical resources for work related tasks. 3. Talent Expansion: Remote work opens up opportunities to hire the most qualified talent beyond geographical constraints, and the most qualified Disabled professionals seek employment with organizations that value #DiversityAndInclusivity, regardless of their physical location. ...Your disabled employees: 1. Flexible Environment: Remote work allows individuals to create an environment that accommodates any mobility or sensory requirements, ensuring maximum comfort and productivity, as well as easy access to their workspace without the need for commutes. 2. Increased Autonomy: Remote work allows disabled individuals to structure their day in a way that provides the opportunity to balance personal and professional responsibilities more effectively. 3. Improved Work-Life Balance: Remote work provides the opportunity to balance personal and professional responsibilities more effectively. Disabled employees might have medical appointments, therapy sessions, or other commitments that can be more easily coordinated when working remotely. Remote work offers a myriad of advantages for your company and for disabled talent. By embracing remote work policies, organizations can create a more inclusive and diverse workforce, where ALL employees can thrive and contribute their unique talents. Looking for more ways to create AND sustain #DisabilityInclusion in the workplace? Hit the ‘follow’ button! I’m an openly Autistic #DEIB Facilitator and Speaker on a mission to close the disability leadership gap. Want to JOIN FORCES with me? For Consulting, Speaking, Training & Workshops, email me at [email protected] or visit my website https://lnkd.in/ggFshWks Image description: background is a photo of me working on my computer, from my dining table. There is a darken layer covering it, and white bold font that reads: "Before you decide to make the return to your office mandatory, please consider some of the reasons why remote work is particularly advantageous for your company AND your disabled employees! Read the caption!" #DEI #DiversityInclusion #RemoteWork #TrulyInclusiveLeadership

The lack of clarity in organizational communication is one of the leading causes of employee frustration and turnover. In particular, unclear instructions – like the infamous “pls fix” became memes. And yet, the equally unhelpful “Do better, bosses” seems to be the most typical response. But how many have been taught the foundations of clear managerial communication? Let’s do better, shall we – and by that, I mean – let’s clarify how managers can provide clear instructions. But without micromanaging and killing creativity. In this article, I develop a clarity + creativity communication formula by modifying the 5Ws (What, Why, Who, Where, When) and 1H (How) framework used in project management. This can turn "pls fix" into: What (is the task): Streamline the presentation. Why: We want the client to know we do not waste time. How: Focus on the core message – we can deliver results with an efficient and proven process. Provide findings from the latest quarterly report and two examples.  Who: You are responsible. When: It needs to be ready by Tuesday. And then, to support innovative thinking, we can add the C (Creativity) statement like "If you come up with any suggestions for making this even more memorable/impressive/convincing, let me know." The same approach works equally well for the shop or store floor or the boardroom. Read on for more research, examples, and specific cases! None of us are born master communicators. But a structured framework supporting both clarity and autonomy can help. #communication #management #creativity #innovation #clarity #performance #motivation

Remote is freedom in the U.S. It’s isolation in parts of Europe. And in the world of executive hiring, that one cultural difference is shifting how companies win (or lose) talent fast. When I first started working across both markets, I didn’t fully understand just how differently “hybrid” landed in New York vs. Amsterdam. Or in Barcelona vs. Boston. But here’s what I’ve seen after placing senior leaders across both regions for 12+ years: → In the U.S., remote work is often positioned as autonomy. It signals trust. Flexibility. And in a culture that celebrates hustle and independence, it’s seen as a career enabler. → In Europe, remote work especially when not well integrated can signal distance. It can feel like a barrier to culture, learning, or leadership visibility. Especially in regions where collaboration and social cohesion are prized. Neither approach is wrong. But blanket hybrid policies miss the mark when they ignore regional nuance. Let’s take a real-world example: → I’ve placed execs in the U.S. who negotiated full-remote C-level roles—with board approval. → I’ve seen execs in Germany decline offers because the leadership wasn’t visible enough in the office to earn trust. This isn’t just about where people work. It’s about how they connect, build influence, and lead. Here’s what’s working: - In the U.S., leaders win when they prioritize asynchronous communication, results over hours, and flexibility over optics. - In Europe, leaders win when they blend in-office structure with intentional, high-trust hybrid systems especially in France, Germany, and Southern Europe. - In global companies, the best leadership teams localize their hybrid models by culture, not just function. Because leadership isn’t one-size-fits-all. It’s context-aware. The companies that retain top talent across borders are the ones who’ve realized this: → Hybrid policy = talent strategy. → Culture fit = localized leadership, not just compensation. → Remote can be freedom or friction depending on how you lead. I spend a lot of my time now helping FMCG leaders navigate these nuances. Hiring across regions is one thing. Retaining leaders across regions? That’s a whole different skillset. And if we want high-performing teams in this global market? We need to stop managing policy and start leading with understanding. Let’s talk if your cross-market leadership model could use a reset. #ExecutiveSearch #HybridLeadership #RemoteWork #TalentStrategy #FMCG #ConsumerGoods #LeadershipHiring #USvsEurope #CultureDrivenLeadership #FutureOfWork

🚨Flex work isn't fading. But the gap between policy and reality is widening. Leaders of distributed teams - take note. The latest Flex Index report gives data-driven insights to reveal what’s really going on. Here’s what you need to know: 📊 𝗙𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗿𝗲𝗺𝗮𝗶𝗻𝘀 𝘁𝗵𝗲 𝗻𝗼𝗿𝗺. 67% of U.S. companies still offer work location flexibility.  “Structured Hybrid” leads at 43%, while only 33% are mandating full-time in-office work. 🏢 𝗟𝗮𝗿𝗴𝗲𝗿 𝗲𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲𝘀 𝗮𝗿𝗲 𝗮𝘀𝗸𝗶𝗻𝗴 𝗳𝗼𝗿 𝗺𝗼𝗿𝗲 𝗶𝗻-𝗼𝗳𝗳𝗶𝗰𝗲 𝘁𝗶𝗺𝗲. 35% of firms with 500-5,000 employees require full-time in-office. Yet 70% of companies with <500 employees remain Fully Flexible. 📅 𝗜𝗻-𝗼𝗳𝗳𝗶𝗰𝗲 𝗿𝗲𝗾𝘂𝗶𝗿𝗲𝗺𝗲𝗻𝘁𝘀 𝗮𝗿𝗲 𝗰𝗿𝗲𝗲𝗽𝗶𝗻𝗴 𝘂𝗽. On average, required office days went from 2.49 to 2.82 over the past year. 📈 𝗕𝘂𝘁 𝗽𝗼𝗹𝗶𝗰𝘆 𝗶𝘀𝗻’𝘁 𝗮𝗹𝘄𝗮𝘆𝘀 𝗿𝗲𝗮𝗹𝗶𝘁𝘆. Companies say they want people in office more (+10% vs Q1 2024), but actual attendance? It’s barely moved (< +2%). 𝗪𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 𝘁𝗵𝗶𝘀 𝗺𝗲𝗮𝗻 𝗳𝗼𝗿 𝗲𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀? 👉 Being in the office doesn’t mean being connected - you are likely still working with people in other locations. 👉 Structured hybrid requires structured leadership development - not just policy. 👉 Culture and collaboration don’t follow mandates. They follow skills. 𝙒𝙝𝙖𝙩 𝙞𝙛? Instead of focusing energy on “getting people back to the office”… What if we invested in upskilling people to work better from wherever they are on any given day?   📉 Global Workplace Analytics research shows that only 23% of companies have provided training on the skills and best practices to work effectively in hybrid, distributed, and remote environments.   It’s time to build a new leadership muscle... 𝗢𝗺𝗻𝗶𝗺𝗼𝗱𝗮𝗹 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 - the ability to be equally effective at communicating, connecting, collaborating, and influencing when: ✅ Fully in-person ✅ In a hybrid setting (either in the location majority or location minority) ✅ Fully remote And being able to transition between modes, even within a single day! (check out the comments for more on this concept)   𝘞𝘩𝘢𝘵'𝘴 𝘰𝘯𝘦 𝘴𝘬𝘪𝘭𝘭 𝘺𝘰𝘶 𝘸𝘪𝘴𝘩 𝘮𝘰𝘳𝘦 𝘭𝘦𝘢𝘥𝘦𝘳𝘴 𝘩𝘢𝘥 𝘵𝘰 𝘣𝘦 𝘦𝘧𝘧𝘦𝘤𝘵𝘪𝘷𝘦 𝘢𝘵 𝘭𝘦𝘢𝘥𝘪𝘯𝘨 𝘢𝘤𝘳𝘰𝘴𝘴 𝘭𝘰𝘤𝘢𝘵𝘪𝘰𝘯𝘴, 𝘵𝘪𝘮𝘦 𝘻𝘰𝘯𝘦𝘴, 𝘢𝘯𝘥 𝘩𝘺𝘣𝘳𝘪𝘥 𝘴𝘤𝘩𝘦𝘥𝘶𝘭𝘦𝘴? 🔗 𝗥𝗲𝗮𝗱 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝗿𝗲𝗽𝗼𝗿𝘁 𝗤𝟮 𝟮𝟬𝟮𝟱 𝗙𝗹𝗲𝘅 𝗜𝗻𝗱𝗲𝘅 𝗥𝗲𝗽𝗼𝗿𝘁: https://lnkd.in/ehr3H-YD Note: Flex Index is now under the trusted stewardship of my colleague and future of work expert, Brian Elliott!