A new international workplace study has placed British workers among the most reluctant to return to office-based working — tying with Spanish employees for second place globally. The results, published by global real estate firm JLL, reveal significant tensions between employer expectations and staff preferences across the post-pandemic world of work.
Surveying over 12,000 workers across 44 countries, the study found that UK-based employees average just two days a week in the office, a sharp decline from pre-pandemic levels and noticeably less than their employers would prefer. In fact, British workers report a preference for even less office time — just 1.5 days a week on average — placing them just behind the Philippines, where employees currently spend 1.4 days per week in the office.
This reluctance to return full-time is not limited to the UK. Many workers worldwide have re-evaluated their approach to the traditional nine-to-five, with flexibility, wellbeing, and automation technology becoming key demands. But Britain’s stance represents a significant cultural shift that could have lasting consequences for office occupancy, commercial real estate, and workplace dynamics.
A global shift in workplace expectations
The report highlights stark differences across the globe. Workers in Kuwait lead the way in office attendance, averaging 4.2 days per week — notably more than their preferred 3.5 days. Greece, however, stands out as the only country where employer and employee expectations are fully aligned, with workers both wanting and achieving around 3.5 days in the office.
In the UK, the story is more nuanced. While older workers (55+) report better adaptation to hybrid and remote models, as UK workers prefer hybrid working they remain more sensitive to physical office conditions, including air quality, temperature, and noise — factors that directly impact their ability to concentrate.
At the other end of the age spectrum, younger workers (under 24) are spending the most time in offices — averaging three days a week. Yet this cohort, along with those under 34, also reported the lowest levels of workplace wellbeing, citing concerns about flexibility, mental health support, and access to healthier food options. Their expectations appear to reflect a broader generational shift, with a clear focus on work-life balance and meaningful employer engagement.
Generational divide deepens
Sue Asprey Price, JLL’s European Head of Work Dynamics, noted that recent attempts by some employers such as Amazon, to tighten return-to-office mandates have placed strain on the previously achieved balance between flexibility and face-to-face collaboration.
“Over the past few years we had achieved a reasonable equilibrium in the workplace — a balance between employer expectations and employee flexibility,” she said. “However, the recent emphasis on stricter return-to-office policies means this balance is now being re-examined by many employers.”
She went on to highlight the emergence of a generational divide, shaped by the impact of lockdowns and remote learning on younger employees. “Lockdowns shaped a whole generation of younger workers who spent their later education and early working lives without the cultural, social and professional benefits that being with other people can bring,” Asprey Price said. “We’re now seeing a big reaction from that generation, with being in the office key to their experience of happy and fulfilling work.”
Implications for UK employers and policymakers
For UK businesses, the findings pose urgent questions. How can employers encourage greater in-office engagement while respecting workers’ desire for flexibility and wellbeing? What role should technology, workplace design, and staff engagement strategies play in the evolving hybrid model?
The Workers Union Says…
“It is evident that a one-size-fits-all approach is no longer viable. Employers must consider not only operational needs but also the changing expectations of a workforce increasingly defined by generational diversity and post-pandemic experiences.
As British workers signal their discontent with rigid return policies, the risk of disengagement, lower productivity, and staff turnover looms large for organisations that fail to adapt.”
