A new study says that employees have for the most part accepted back-to-the-office policies, especially hybrid schedules. That doesn’t mean, though, that all employees are complying when their companies mandate that they return to the office, whether that mandate is one to two days a week or four to five.

That’s one of the main takeaways from JLL‘s Workforce Preference Barometer 2025, a report studying the state of the global workforce.

Another key finding? Most employees told JLL that they are more interested in maintaining a solid work-life balance than they are in a higher salary. This means flexibility: Workers want the flexibility to work remotely when it makes sense and to work non-traditional hours if it results in benefits such as a shorter commute to work.

Others who are caring for children or elderly parents want a schedule that allows them to tackle these caregiving duties even if they arise during normal working hours, as long as they can complete their duties during non-traditional working hours.

Researchers compiling this year’s JLL’s Workforce Preference Barometer surveyed 8,700 office workers in 31 countries. These respondents worked at companies that each employed more than 1,000 staffers in sectors including finance, technology, manufacturing and public services.

JLL’s survey found that 65% of respondents listed work-life balance as their top priority, ahead of salary. This is evidence of how important it is for companies to provide their workers with a work schedule that does give them the chance to spend time with their families or enjoy downtime away from the office.

“We have been publishing this barometer for several years, and the statistic that stood out to me this time was the importance that employees place on flexibility and work-life balance,” said Peter Miscovich, executive managing director, global future of work director for JLL. “What we are seeing is that with the accelerated pace of change, accelerated rate of tech adoption, the post-pandemic stressors in the marketplace and uncertainty about the economy, is that people are really looking for greater time flexibility and work-life integration if not full balance.”

Miscovich said that survey respondents said that they want a greater level of autonomy when it comes to their work schedule. They want time to disconnect from their work.

“There is still that always-on workplace mentality that is prevalent today,” Miscovich said. “The high levels of stress and the burnout of multiple cohorts is pervasive. That finding in the barometer supports what we are seeing in the marketplace today. People are feeling stress. We will see if this changes, but it does seem to be part of our new normal.”

Some employers, though, are taking steps to improve the work-life balance of their workers.

Miscovich said that it is important for companies to consider the needs of different workers and to ask them what they need from their work schedules. As Miscovich says, the most successful hybrid work schedules consider input from employees on when they need and don’t need to be in the office.

A manager, for instance, might need to be in the office four days a week while a programmer might only need to be on-site one day a week. Maybe both types of employees need to be in the office when on-site meetings or brainstorming sessions are scheduled.

Other employees might be taking care of both young children and elderly parents. These workers might need to take time off during the day, something that employers can allow if these workers can complete their tasks during non-traditional hours.

Other employees might face long commute times if they must work a traditional 9-to-5 schedule. Companies might allow these workers to come into the office earlier and level earlier or get to their desks later in the day and work past 5 p.m.

“Employers should look at the individual cohorts within an organization and ask them what they need in terms of autonomy,” Miscovich said. “If the output is there and the company’s objectives are being met, providing this flexibility can be a win-win for everyone. We companies can execute this, that is where we see the greatest success.”

Accepting the hybrid model

The study reported that 66% of global office workers say that their company sets clear expectations for the number of days that they are expected to work on-site. The survey found, too, that 72% of respondents viewed these back-to-office policies positively.

Of those employees with this positive view, 50% said that being in the office at least on a hybrid basis supports better teamwork. A total of 43% of these respondents said that they prefer working in the office to working remotely and 35% said they view hybrid policies as being fairer to all employees.

Miscovich said that those in favor of hybrid policies said that they appreciate the chance to be both visible in an organization and the opportunity to work off-site.

“People are looking for workplace variety and balance,” Miscovich said. “Working seven days a week nonstop is not healthy. If you create the conditions that allow enough flexibility for workers, those are the work arrangements that earn the most positive acceptance.”

As Miscovich says, workers want a positive experience when they go to the office. They want to be able to use a conference room if they need one. They want the technology that makes it easier for them to complete their work. They want the opportunity to grab a quick cup of coffee if they need a break from work.

“They are looking for a higher-quality experience in the office,” Miscovich said. “If companies can provide that, it’s a nice win-win-win opportunity.”

The challenges

But what about those workers who don’t view their companies’ back-to-office policies favorably? JLL said that 40% of them said that they believe they will be less productive on the job if they are not able to choose their preferred work setting.

Those employees who don’t have a positive view of their companies’ hybrid policies told JLL that they are less concerned about having to return to the office than they are about a lack of company support that would otherwise make in-office work a comfortable and worthwhile experience.

The JLL survey found that 55% of respondents who had have negative views on hybrid policies are concerned about their quality of life. A total of 42% said they had feelings of being stuck in their job and 41% said that they felt let down by their companies’ return-to-office plans.

Not all workers follow their companies’ hybrid plans, of course. JLL found that compliance ranges from 74% in the United States to 85% in Europe, with compliance rates above 90% in Italy and France.

Consider companies that mandate that employees work one to two days in the office every week. JLL found that 68% of respondents at such companies did work the required one to two days. A total of 19% routinely worked three to four days in the office and 7% regularly worked all five weekdays in the office. However, 5% of respondents continued to work fully remote despite their companies’ back-to-office mandates.

For companies that mandated employees to work three to four days a week in the office, JLL found that 70% of survey respondents did follow that mandate. A total of 12% worked full-time in the office. But JLL found that 17% routinely worked only one to two days in the office while 1% remained fully remote.

And for respondents whose employers have mandated that they work full-time in the office? According to the study, 82% of these respondents said that they followed this mandate. A total of 10% of respondents said that they routinely worked three to four days in the office, 5% said that they routinely worked one to two days in the office and 2% said that they remained fully remote.

In its study, JLL said that companies can take steps to increase in-office compliance from workers. Companies should personalize the work experience, recognizing that older employees with more experience might not need to come into the office as frequently as their younger peers. Some employees, depending on the work that they do, can perform more of their tasks remotely.

JLL said that companies should reserve much of employees’ in-office time for tasks such as meetings, brainstorming sessions and other work that can only be done on-site.

Also important? Taking a more holistic approach to creating an inviting workspace. This means not only providing an office space with amenities such as onsite fitness centers, healthy food options and quiet spaces for creative work, but also providing employees with the option to work non-traditional hours, take time off to care for children or elderly parents or even take a mental break if they face possible burnout.

Employees with a positive view of their work schedules tend to work in environments in which the business’ needs are balanced with employee wellbeing.

A total of 50% of employees who are in favor of their companies’ hybrid policies say that being in the office at least part time supports better teamwork. A total of 71% of survey respondents who viewed their companies’ hybrid policies favorably said that their companies are a great place to work.

Miscovich said that companies that want to persuade their employees to come into the office a greater number of days need to provide an office space that is enticing.

“If employers want to be competitive in attracting great talent, and they want that talent to come into the office three days a week, they need a great workplace environment,” Miscovich said. “Employees are looking for that high-quality building, that high-quality workplace design. They want a building with sustainable practices and energy management. This trend will continue.”