In September, Tabcorp CEO Gill McLachlan set chins wagging when he ordered his more than 1500 employees back into the office five days a week. A month prior, NSW Government Premier Chris Minns dropped a blanket statement that anyone employed by the government would be forced to return to the office.
These recent blanket mandates by large Aussie organizations have reignited debates about whether a full-time office presence is necessary. Beyond disgruntled employees, the news was met with a slew of negative media stories that won’t fly under the radar with prospective new talent and could affect these organizations' hiring power indefinitely.
In a job market where flexibility is increasingly seen as essential, companies would do well to avoid the heavy handed approach and instead tackle the challenge thoughtfully, recognizing the changing landscape of work and the need for a more nuanced strategy.
Creating tailored workforce policies
A key challenge for organizations in 2025 is recognizing that a one-size-fits-all policy is no longer effective. While this approach may have gone under the radar pre-2020, employees value the flexibility and work-life balance that remote work provides more than ever before.
Empowering staff to contribute to these discussions helps build trust and ensures that the policies put in place are practical and sustainable. Flexibility is no longer a perk; it’s a requirement for many workers, especially in a market where workforce shortages give employees more leverage in shaping their working conditions.
A thoughtful, employee-centric attitude towards remote working will not only lead to better workforce satisfaction but also ensure businesses remain competitive in attracting and retaining top talent. Whether it’s parents who require greater flexibility to care for their children, or neurodiverse professionals who find working remotely to be a more accessible option, adapting your working policy will expand your talent pool and ensure each person is free to work in a way that allows them to perform their best.
If returning to office is necessary, businesses should be open, honest, and transparent about why that is. If there are valid business reasons for requiring office attendance, make sure to communicate them openly and honestly. Leaving employees in the dark while expecting them to sacrifice the benefits of remote working – even if it’s only for part of the week – will ultimately make your team feel undervalued and uncared for.
Adjust your expectations
Many leaders still hold the belief that in-office presence leads to higher productivity. However, this is not always the case. Whether working remotely or in the office, expecting employees to be productive every minute of their workday is not only outdated but also unrealistic. While remote workers may take short breaks, studies suggest employees often waste more time in the office.
Rather than focusing on physical presence, organizations should cultivate a culture of trust where employees are judged by their output rather than their visibility. Rigid policies and unrealistic expectations don’t foster productivity; they breed disengagement. The best example of this is seen with trends like the ‘mouse shuffle’, where employees circumvent computer tracking software to appear that they are at their desks.
Rather than looking at these trends as proof of the flaws of working from home, businesses should take them as an opportunity to reflect on how employees have become frustrated with the unreasonable demands of their workplace. By embracing the cultural shift towards flexibility and adjusting expectations, businesses can create a more engaged and productive workforce.
Rethinking flexibility for the modern workforce
Flexibility should be more than just a buzzword; it should be a guiding principle in designing workplace and workforce models that truly cater to the diverse needs and aspirations of employees. It's about molding opportunities that fit not just where people work, but how and when they work, to drive engagement, satisfaction and ultimately, productivity and innovation.
This flexibility can take many forms beyond simply offering remote work. It can include flexible working hours that align with personal commitments, customized career paths that allow employees to grow in ways that best suit their talents and interests, and tailored benefits packages that respond to individual needs. Health and wellbeing support can also play a critical role, from mental health services to wellness programs, all designed to meet employees where they are in life.
When companies embrace flexibility in these varied and creative ways, they do more than retain top talent - they build a thriving, innovative culture. Employees who feel supported and trusted are more likely to go the extra mile, bringing fresh ideas to the table and contributing meaningfully to the company’s success. In this sense, flexibility is not just a perk or a benefit, but a powerful driver of engagement and a catalyst for long-term business growth.
Ultimately, 2025 offers brands a chance to rethink their approach to workplace flexibility. The key is to create tailored, transparent policies that empower employees and ultimately grow a sustainable, resilient and motivated workforce.
David Campbell is an experienced organization and workforce practitioner specializing in people, workforce planning, solutions and implementation. He has a wealth of strategic and operational experience across the corporate sector, not-for-profit, state and federal government, defense and the intelligence community. Before joining Brand Rebellion, David spent the last decade at a multinational consultancy. In this role, he delivered progressive workforce planning solutions and outcomes across both large-scale transformations and corporate functions using a data-driven approach that is accurate, dependable and holistic. David is passionate about helping businesses thrive and is an agile contributor with an aptitude for problem-solving and an ability to seamlessly navigate complexity.
