Flexible working arrangements in australia: understanding the shift back to the office.

Flexible work has transformed the Australian workplace over the past four years, evolving from a temporary response to the COVID-19 pandemic into an entrenched expectation among employees, especially within the white-collar sector. As some employers increasingly call for their teams to return to the office, recent research from Randstad reveals that 52% of Australian office workers now view work-from-home flexibility as a fundamental right within their flexible working arrangements. This shift has significant implications for HR leaders and senior people leaders looking to strike the right balance between office attendance and employee satisfaction.

the current landscape of flexible work in australia

In 2024, Randstad surveyed 1,000 Australian white-collar workers on their attitudes toward flexible work, including remote work in Australia. The results reveal a workforce split between the desire for flexible working arrangements and the practicalities of office-based operations. When faced with a mandated full-time office return, 41% of respondents would comply reluctantly, 24% would actively seek hybrid-friendly roles, and 6% would even resign without another job lined up. These findings underscore how deeply the Australian workforce values flexibility, and suggests that rigid return-to-office policies may risk alienating top talent.

Furthermore, 18% of survey respondents are concerned about losing their current work-from-home benefits, and another 20% fear a reduction in remote work days. As flexible work arrangements become more contentious, leaders need to understand why flexibility remains such a priority for employees.

key motivators for office return mandates

As flexible working arrangements, including remote work in Australia, become more contentious, the survey identifies multiple perceived drivers prompting employers to bring staff back into the office, even if only partially. The top reasons, as reported by respondents, include:

Concerns about declining productivity (43%): Despite only 5% of employees indicating they received performance-related feedback due to their remote work arrangements, employees believe productivity remains a leading concern for employers.
Challenges in managing remote teams (40%): Workers believe that the complexities of managing a dispersed workforce may be pushing some employers to favour in-person attendance and collaboration.
Desire to strengthen company culture (38%): Many workers believe that organisations see in-office time as a critical component for building a cohesive and collaborative culture.
Lack of trust in remote productivity (38%): Trust remains a sticking point, with a significant number of workers sensing that some employers are sceptical of their remote productivity.

Angela Anasis, Randstad’s Executive General Manager of Talent Strategy and Advisory, offers her perspective on why a one-size-fits-all approach to office returns may be counterproductive:

“After four years of remote and hybrid work, Australian workers have grown accustomed to the flexibility offered by remote work and other flexible working arrangements that have allowed them to adjust their lives accordingly. Many have made lifestyle changes, including moving further from urban centres or adopting pets, based on the assumption that flexibility would remain. Employers should carefully weigh the costs and benefits before enforcing office mandates, focusing on incentivising attendance rather than obligating it.”

Angela’s comments highlight a growing sentiment among workers that hybrid work has become embedded in modern work culture in Australia, with many seeing it as a right rather than a benefit. This shift presents HR leaders with a new challenge: finding ways to facilitate in-office time without jeopardising employee morale.

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australian companies increasing in-office attendance

Across Australia, several prominent companies are mandating or encouraging more frequent office attendance. Flight Centre, for instance, recently increased in-office days for its staff to foster better team collaboration and culture. Similarly, Dell has introduced a policy encouraging employees to spend more time in the office, citing benefits in spontaneous collaboration and innovation. These case studies may serve as reference points for HR leaders navigating similar transitions, showing both the potential advantages and challenges of a structured in-office approach.

enticing workers back to the office: the role of perks

For employees accustomed to the flexibility of remote work in Australia, the right incentives can make the prospect of returning to the office more appealing. The survey found that 79% of workers would be swayed by attractive perks rather than mandates. Popular incentives include:

Free lunches (38%): A simple but impactful offering that adds value to the in-office experience.
Free transport and parking (38%): Alleviating commuting costs can ease one of the main barriers to office attendance.
Well-being perks, like free gym memberships (21%): Health and wellness incentives appeal to employees prioritising work-life balance.
Additional paid time off (33%): Time off is a valuable currency, and offering more of it can show employees their time is valued.

According to Randstad’s estimates, providing these benefits just twice a week could cost as little as $4,034 per employee annually, a fraction of the average replacement cost of $21,450 per employee if they leave. For HR leaders, investing in these perks may prove far more economical than dealing with high turnover due to inflexible office policies.

Angela Anasis explains the importance of this “carrot over stick” approach:

“Working from home comes with its own challenges, and employees are the first to admit this—whether it’s dealing with distractions or finding it difficult to separate work from personal life. The key is offering flexibility for those who need it while creating a workplace environment that’s inviting enough to draw employees back by choice, not obligation. Striking this balance will help retain top talent and ensure your business continues to thrive in today’s hybrid work landscape.”

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how leaders can balance flexibility and engagement

Balancing employee preferences with operational needs is a delicate task. Leaders can consider implementing these practices to encourage a productive hybrid work culture:

Customise Policies: Rather than a blanket mandate, explore team-specific solutions that fit various roles and responsibilities.
Open Communication: Create regular feedback loops, so employees feel their preferences are valued, not overlooked.
Invest in On-Site Value: Make the office an appealing environment by designing it around employee needs, from wellness amenities to advanced technology.

moving toward a flexible future

The Australian workforce’s embrace of remote work and flexibility reflects broader shifts in workplace values, with flexibility now firmly woven into employee expectations. Companies that succeed in striking a balance between office and remote work are likely to retain the talent they need to thrive. As the workplace continues to evolve, HR leaders and senior people leaders must take into account both the potential of flexible work arrangements and the desire of employees to feel supported, trusted, and valued.

In navigating these changes, focusing on employee well-being and incentivising in-office presence, rather than mandating it, will be key in fostering long-term loyalty and high performance within the modern workforce.

research methodology

The research was conducted through a comprehensive study of 1,000 Australian workers, representing a diverse cross-section of industries and roles. The survey was conducted by an online survey platform on behalf of Randstad, and captures insights into employee attitudes toward remote work, office return mandates, and the factors influencing these preferences. The sample includes individuals working in office-based roles across Australia, representative by age, gender, and location.