‘The most successful organisations evolve with their workforce. They focus on outcomes instead of rigid rules’
Companies should shift their focus from the “remote versus office” debate to understanding which environments work best for individual employees and the reasons why, one CHRO argues.
Avery Morgan, Chief Human Resources Officer at student platform EduBirdie says that framing the conversation as a simple choice between remote and office work creates a false binary and ignores the diverse needs of today’s workforce.
“Work preferences depend on conditions, not just location. A parent, a neurodiverse employee, and a graduate starting their career all need different setups,” she says.
Morgan warns that forcing all employees into the same working conditions could lead to burnout, higher staff turnover, and missed opportunities to attract top talent. She cites research indicating that around 50% to 60% of current remote or hybrid workers would consider changing jobs if required to return to full-time office work.
“Rigid” return-to-office mandates benefit no-one, according to an academic.
Remote work’s appeal
According to Morgan, remote work is particularly attractive to senior professionals and knowledge workers who value output over face time.
Parents and caregivers benefit from the flexibility that remote work offers, allowing them to better balance professional and personal responsibilities. Women and underrepresented groups often prefer remote work as a way to avoid proximity bias and create a more level playing field. Employees living outside major cities also save time and energy by avoiding lengthy commutes, which can have a positive impact on wellbeing and productivity.
In contrast, early-career employees are more likely to favour working in the office. Morgan points out that just 11% of Generation Z workers say they would quit if asked to return to the office, suggesting that younger employees see value in on-site work. For those at the beginning of their careers, in-person collaboration and learning from colleagues are crucial for professional development.
Morgan also notes that creative roles in fields such as design, marketing, and consulting often benefit from real-time, co-located teamwork, where ideas can be shared and developed more effectively.
The push for office return across the world is extending into 2025, but reports indicate that resistance against such policies persists in some workplaces.
Getting the best out of workers
To get the best out of their workforce, Morgan recommends that organisations adopt a hybrid approach, allowing employees to use remote time for focused, independent work and in-person time for collaboration and team-building.
She references research showing that hybrid workers have the highest engagement rates—35%—compared to fully remote (33%) and fully onsite employees (27%). Morgan advises employers to keep their policies data-driven by conducting regular surveys and tracking engagement levels, ensuring that decisions are informed by real feedback from employees.
Ensuring fairness for remote employees is also critical, according to Morgan. She suggests providing robust asynchronous tools, such as comprehensive documentation, project tracking systems, and access to recorded knowledge, to ensure that all employees have the resources they need to succeed regardless of location. Regular check-ins, personal assessments, and transparent career paths are also important to ensure that advancement is based on contribution rather than proximity to management.
Morgan addressed concerns about maintaining a sense of community within organisations, especially as more employees work remotely. She argues that community should not be defined solely by physical presence.
“Offsites, sprint weeks, or rotating co-working days create shared energy without daily mandates,” she says.
Digital tools such as Slack groups, recognition platforms, and virtual coffee chats can help maintain connections and foster a sense of belonging. Morgan recommends blending online and in-person interactions to ensure that all employees feel included, regardless of where they are based.
“The best approach is hybrid. Let employees use remote time for deep focus and in-person time for collaboration,” she says.
“Organisations should keep policies driven by data: conduct regular surveys, and track engagement. Provide remote employees with a level playing field with great asynchronous tools: documentation, project tracking, recorded knowledge, etc. Visibility matters too. Organise regular check-ins, personal assessments, and transparent career paths. This ensures advancement depends on contribution, not proximity. When all of these pieces come together, productivity climbs, regardless of worker location.”
Morgan also urges organisations to avoid one-size-fits-all mandates and to treat flexibility as a competitive advantage. She notes that organisations with flexible work arrangements report a 25% higher retention rate than those with rigid schedules.
“The most successful organisations evolve with their workforce. They focus on outcomes instead of rigid rules, and earn credibility by aligning words with actions,” she says.
Morgan emphasised that by listening to employees and adapting policies as workforce needs shift, employers can build more inclusive, productive, and resilient organisations for the future.
