New research from King’s College London reveals a stark reality for reward professionals: less than half of UK workers would comply with full-time return-to-office mandates, fundamentally challenging traditional approaches to employee retention and engagement. This shift demands a complete rethink of how organisations structure their reward and recognition strategies.

The data paints a compelling picture of changing employee priorities. Compliance with five-day office requirements has dropped from 54% in early 2022 to just 42% today, while the proportion of workers willing to quit or seek new employment over flexible working restrictions has surged from 40% to 58%.

This resistance isn’t uniform across the workforce. Women lead the charge, with 64% stating they would quit or seek alternative employment compared to 51% of men. Particularly striking is the shift among fathers with school-age children – their willingness to leave over office mandates jumped from 38% to 53% over the same period.

For reward strategists, these figures represent more than workplace preferences; they signal a fundamental shift in what employees value most. Flexibility has evolved from a nice-to-have perk to a core component of the employment value proposition, rivalling traditional financial incentives in importance.

Legal Risks and Strategic Considerations

The legal implications of return-to-office mandates add another layer of complexity for reward professionals. Charlotte Sloan, legal director in the employment team at Birketts LLP, warns: "Changing working from home and hybrid working arrangements to require increased office attendance, particularly where more flexible hybrid working has been the norm in the organisation for some time, needs careful management and communication."

She continues: "From a legal perspective, simply imposing new expectations on staff could run the risk of breach of contract, unfair dismissal and other potential claims. While introducing bonus and career progression criteria linked to in-office attendance expectations is becoming more common, the carrot rather than the stick approach usually results in better staff engagement, avoiding the risk of staff voting with their feet."

This legal perspective underscores the need for reward strategies that incentivise rather than mandate office attendance, requiring careful balance between organisational objectives and employee expectations.

The Diversity Challenge

The research highlights a critical diversity concern for reward strategists. Women and parents who cannot comply with rigid office requirements due to caregiving responsibilities risk being forced out, potentially creating a two-tier workforce. Remote workers may face flexibility stigma and career penalties, particularly impacting mothers and primary caregivers.

This demographic data suggests that inflexible return-to-office policies could inadvertently undermine diversity, equity and inclusion initiatives, forcing organisations to weigh productivity goals against their commitment to creating inclusive workplaces.

Reframing Flexibility as Strategic Advantage

Rather than viewing remote work as a temporary accommodation, Professor Heejung Chung, who led the research, advocates for a fundamental shift in perspective: "An increasing amount of research shows that well-designed hybrid working models offer significant benefits for both employers and employees. Alongside this, there has been a marked shift in attitudes, with workers now seeing flexibility as the norm."

The evidence suggests that flexible workers often demonstrate higher productivity, loyalty and commitment compared to their office-bound colleagues. This insight should inform reward strategies that recognise and leverage these enhanced engagement levels rather than penalising remote work arrangements.

Charlotte Sloan’s advice points toward more sophisticated approaches: "Encouraging in office attendance with inviting office environments, opportunities to collaborate with other colleagues and promoting the subtle benefits that can result from their presence is often a better way to approach creating a new norm."

This suggests reward strategies should focus on making office attendance genuinely attractive rather than mandatory, incorporating elements such as enhanced collaboration opportunities, premium workspace amenities, team-building activities and recognition programs that celebrate in-person contribution while maintaining equity for remote colleagues.

The research demonstrates that hybrid working has become embedded in the UK labour market, with 25% of workers operating remotely at least three days weekly and 40% working remotely at least once per week. These patterns represent a new baseline rather than a temporary deviation from traditional working arrangements.

For reward professionals, this data demands strategies that accommodate rather than resist these established patterns, recognising flexibility as a core component of modern compensation packages alongside salary, benefits and career development opportunities.

Explore the latest trends in flexible working and reward strategy at The Reward & Payroll Summit – early bird tickets available for £350 until June 13th. Plus, showcase your innovative approaches by entering the Rewards and Incentive Awards – free to enter until June 20th.