by David Cluer, joint chief executive of MetSpace, a leading flexible office provider in central London
Assumptions about the pandemic shifting where we work for the foreseeable future are increasingly being challenged. The struggle to revive on-site attendance and restore company culture to pre-pandemic levels is intensifying. High-profile crackdowns, such as those by Disney, Starbucks, Apple, and Amazon, where employees were required to return to the office for nearly five days a week, have sparked significant backlash.
As companies face the so-called ‘productivity crisis,’ they are also confronting increasingly complex dynamics between individual work patterns and the needs of a rapidly evolving business environment. So, how can HR leaders effectively balance employee preferences with business requirements to ensure optimal performance and job satisfaction?
The Multi-Generational Workforce
When discussing office attendance, there is often an oversight of the complexities within a multi-generational workforce. Rather than relying solely on rigid attendance metrics, HR teams should consider the varying needs and priorities across different age groups. Data from the Centre for Cities shows a stark generational divide in office attendance. For instance, 18–24-year-olds in London spend an average of 3.1 days per week in the office, whereas those aged 35–44 and 55+ spend just 2.5 and 2.7 days, respectively. This discrepancy raises concerns about the potential hindrance to the professional growth of younger employees when senior staff work remotely. Junior employees often benefit from informal mentorship—whether it’s overhearing conversations or being physically present to absorb valuable knowledge from their more experienced colleagues. This kind of learning is difficult to replicate virtually.
Space as a Strategic Asset
Office spaces have evolved into strategic assets—crucial for attracting and retaining top talent in a competitive labour market. The investment employees place in their workspaces is directly linked to engagement, and businesses are responding by creating environments that employees want to be in. Research from Knight Frank has highlighted an increasing demand for central office locations, moving away from the remote offices favoured during the pandemic’s peak. In fact, office location has now become a strategic lever for talent attraction.
Beyond just location, the design of the office itself has taken on greater importance. It is no longer just about recruitment and retention; office spaces also drive productivity. Whether it’s a creative, analytical, or collaborative task, aligning the office design with business functions reduces stress and enhances focus—helping employees perform at their best. In turn, this gives businesses a competitive edge.
But Why Are We Here?
ONS data shows that hybrid workers gain up to an hour of extra rest each day. While home working offers notable advantages—such as flexibility, lower commuting costs, and better family integration—many employees face increasing loneliness, particularly those working remotely. For businesses encouraging in-office attendance, the office must foster social interaction. Physical presence helps build relationships, facilitates knowledge-sharing, and combats isolation across all levels of a multi-generational workforce.
To encourage a return to the office, businesses should design environments that balance the best elements of both home and office work. Each space plays a different role, and neither should feel significantly worse than the other. Creating a thoughtfully curated office experience, and actively engaging employees with it, is key to success. By clearly defining each workspace’s purpose, employers can help staff find a balance, leading to both better well-being and stronger business outcomes.
Components of Comfortable Design
Design elements such as open kitchens, ambient lighting, and private breakout zones can address diverse employee needs across job functions and access requirements. These design features help balance interaction with privacy, aligning the office environment more closely with the benefits of working from home. If employers expect their teams to return to the office more frequently, they need to make it a space that employees want to return to. Without this, businesses risk alienating their workforce, which could lead to lower productivity, labour turnover, and the eventual loss of talent to more attractive competitors.
Final Word
The return to the office should not be viewed as a battle between employers and employees, but as an opportunity to reinvigorate the workplace. By investing in well-designed office spaces, businesses can create environments that foster collaboration, innovation, and connection—things that are harder to achieve remotely. The office remains crucial for building company culture, strengthening relationships, and facilitating spontaneous interactions that drive productivity. While the hybrid model may offer flexibility, the office is irreplaceable in nurturing team cohesion and ensuring long-term success. For businesses to thrive, a strong, dynamic office presence is key.
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