People’s expectations of work have changed forever (and they think office work should pay better than remote work)

The Covid-19 pandemic and the rapid shift to remote work have had a “radical impact” on the global workforce, particularly among younger employees who began their careers during this unprecedented period, according to new research published by BSI in collaboration with the think tank ResPublica. The study, part of BSI’s Evolving Together series, claims to provide a comprehensive picture of a workforce cohort shaped by the pandemic and explores how these formative experiences continue to influence their expectations and behaviours. Drawing on a global survey of 4,700 individuals who entered the workforce during or since the pandemic, as well as focus groups and international literature reviews, the research sets out to paint a nuanced portrait of the so-called “hybrid generation”.

One of the most notable findings is that 64 percent of younger workers believe that fully office based jobs should be paid more than remote work roles. This reflects a broader sense that such roles demand greater personal and logistical investment. Nevertheless, work-life balance remains the top priority, cited by 49 percent of respondents, followed by job stability (43 percent) and financial incentives (39 percent). This hierarchy suggests a shift in values, with wellbeing and flexibility increasingly taking precedence over traditional remuneration structures.

The hybrid model has emerged as the preferred working arrangement, with 37 percent selecting it over fully remote work (16 percent) or fully on-site (27 percent) roles. Another 20 percent favoured a primarily site-based setup. Despite this preference for balance, the research shows that face-to-face interaction retains considerable value. A majority (60 percent) supported the introduction of ‘anchor days’—designated in-office days for team collaboration—while 36 percent of those already in hybrid roles said they would reject a fully remote position.

Remote and hybrid working also bring tangible economic benefits. With 59 percent of such workers living more than an hour away from their office, many are saving significantly on commuting costs. This economic practicality likely underpins the popularity of flexible working among younger employees.

However, flexibility is not viewed as a luxury, but as a necessity. Over seven in ten respondents (71 percent) felt that full-time, on-site roles should offer additional flexible policies, such as core hours or condensed working weeks. Nearly half (49 percent) of hybrid or remote workers said they would consider leaving their job if required to return to the workplace full-time.

Mental health has also emerged as a critical consideration. A third (34 percent) of respondents reported that remote work negatively affected their mental health during the pandemic. Yet, 57 percent said their wellbeing had improved since transitioning to hybrid work. Social anxiety is another factor influencing job decisions, with 22 percent saying it would deter them from taking a fully site-based role—a figure that rises to 25 percent among those already working remotely.

Cultural differences

The study also revealed strong cultural differences in attitudes towards work. For example, only 27 percent of Japanese respondents preferred in-person meetings, compared with 55 percent in the UK. In Japan, 35 percent preferred camera-off meetings, while in China that figure was just 5 percent. Preferences for in-person engagement remain strong globally, however, with 52 percent favouring face-to-face one-to-one conversations and 46 percent preferring in-person meetings with groups.

The social side of work also remains significant for Generation Z. Despite concerns about loneliness and social isolation, nearly three-quarters (73 percent) said they made friends in their first job, more than half (55 percent) found a mentor, and 48 percent take part in monthly social activities with colleagues. These findings highlight the workplace as a vital space for building connections and fostering mental wellbeing.

Susan Taylor Martin, Chief Executive of BSI, said: “We are five years on from the pandemic and organisations around the globe are still grappling with the most effective ways of working. BSI commissioned this important study to create a detailed picture of a cohort who started their careers amid significant upheaval, many of whom have never known pre-pandemic ‘typical’ working patterns. The results provide a strong counterpoint to the culture war narrative of a lazy generation; instead, we have found a cohort thinking very carefully about what they want from life and work and understand the trade-offs involved.”

Kate Field, BSI’s Global Head of Human and Social Sustainability, added: “The hybrid generation has had the curtain pulled back on what work is and what it can offer them. Our survey paints a picture of a highly pragmatic cohort. They value balance, moderation and consistency and are thoughtful when it comes to prioritising their own health and wellbeing.”

She also noted that long working lives and rising living costs are driving a demand for more sustainable careers—those that fit into life, rather than dominate it. “This works for employers too,” she said. “A healthy, happy workforce, inclusive of those with visible or invisible disabilities, mental health or neurodiversity needs, is a more innovative and productive workforce.”

Mark Morrin, Principal Research Consultant at ResPublica, concluded: “Hybrid working is not for everyone. But for the generation that entered the workforce during the pandemic, the experience has been largely positive. Hybrid workers are more likely to have been promoted and more likely to have had wage increases compared to their site-based peers. But there is some indication that hybrid roles might lead to, or reinforce, a sense of isolation or lack of workplace confidence.”

He emphasised that while hybrid work offers opportunities, it also presents challenges. “A quarter of those in remote or hybrid roles say that social anxiety would influence their decision to take a site-based role. This represents both opportunities and challenges for employers and policymakers in shaping the career landscape for young people and new job entrants.”

The findings suggest that to attract and retain the next generation of talent, employers must start from a place of empathy and understanding—recognising how pandemic-era conditions have reshaped expectations of what a working life should be.