The pandemic opened the door to remote work on an unprecedented scale. Almost overnight, it became clear that a large share of office work could be done from home — effectively, and sometimes even more efficiently than in the office. Today, however, the question is different: was this revolution only a temporary experiment, or has it become the new normal?
Companies around the world are trying to find the answer. Some are reinstating mandatory office attendance five days a week. Others declare they will never return to the “old order.” Most, however, are looking for a middle ground — a hybrid model that combines the benefits of both approaches.
Data shows that hybrid work has become the standard. According to Gallup, more than half of employees who can work remotely now operate in a mixed model, 28 percent work fully remotely, and only one in five works entirely on site. The picture in Poland is similar: most companies maintain flexible solutions, and only 10 percent plan to limit remote work. Even where ideas of a “return to the office” appear, this usually means not five days a week, but three or four.
Pressure to return, however, is meeting resistance. The Randstad Workmonitor 2025 report shows that for the first time in the history of the study, work–life balance — not salary — has become the main motivator. Sixty-five percent of respondents say they now have greater freedom in choosing their working hours, and 60 percent — their place of work.
In Poland, as many as one in three employees admit they would reject a job offer if it did not include the option of remote work. Interestingly, half of employees worldwide would be willing to give up a promotion, and almost as many — a pay rise, if only they could keep their flexibility.
No wonder that attempts to bring people back to offices are proving difficult. In the United States, many companies have introduced mandatory in-office days, but actual attendance falls short of expectations. Poland shows a similar gap: while employers would like to see employees in the office more often, specialists and managers clearly signal that a full five-day return is unacceptable to them.
Industries respond differently as well. In finance and consulting, we more often see attempts at a full return, supported by arguments that culture and mentoring require physical presence. In IT, the situation looks quite the opposite: flexibility is a cornerstone of competitive advantage. Remote-first startups have even built their identity on the idea that the office is an addition — not the center of company life.
It is therefore difficult to speak of one single model for the future. What is clear, however, is that hybrid work has become more than a compromise — it has become the new standard. What it looks like in practice depends on the industry, organizational culture, and employee expectations.
One thing seems certain: a full return to the office increasingly appears more like a myth than a realistic scenario. Organizations that try to enforce it risk losing talent. Those that choose flexibility and trust, on the other hand, have a better chance of winning — both in recruitment and in building long-term employee loyalty.
autor: Katarzyna Chylak, Head of Operations and Recruitment Services, in4ge
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