New research reveals fewer Australian employers are tightening in-office requirements, with most opting to maintain existing hybrid models. Here’s how one organisation has implemented a tailored, trust-based flexible work model to support its dispersed teams.
Despite widespread speculation about a return-to-office resurgence, a new AHRI report reveals that fewer organisations are enforcing stricter in-office requirements than they were two years ago. Instead, most are sticking with the hybrid models they’ve already built – and many are planning to keep them long term.
As of this year, 44 per cent of employers say that they have a minimum requirement for full-time employees to attend the physical workplace between three and five days a week, down from 48 per cent of employers in 2023.
Working on-site three days per week is still the most common hybrid working arrangement, which has remained consistent since 2023.
“Hybrid working arrangements in Australian workplaces have entered a stabilisation phase,” says AHRI CEO Sarah McCann-Bartlett.
“Australian employers have made it clear – hybrid work isn’t going anywhere, despite recent reports that it’s being scaled back. As our research shows, many employers see hybrid working as a key part of their talent strategy. As we move forward, organisations that prioritise flexibility and the employee experience will be well positioned to thrive in a competitive job market.”
Other forms of flexible work are gaining traction
In addition to hybrid working, AHRI’s findings indicate that employers are embracing different styles of flexibility, including part-time working (92 per cent), career breaks or secondments (49 per cent) and job sharing (34 per cent).
Significantly, the number of businesses offering compressed hours has hit 58 per cent, up from 45 per cent in 2023.
Looking ahead, almost a fifth (18 per cent) of organisations say they plan to expand the use of compressed hours or compressed working weeks over the next two years.
“Flexibility remains a key factor in attracting and retaining talent,” says McCann-Bartlett.
“It’s up to each organisation to determine what works best for them, but they should consider the effects on their business. Employers who adopt a strategic approach to hybrid and flexible work, and who manage hybrid working effectively, will be best positioned to attract and retain top talent.”
How NDE Solutions is getting the most out of flexible work
AHRI’s report highlights a range of benefits associated with hybrid working, including better work-life balance (65 per cent), improved retention rates (44 per cent) and enhanced wellbeing (41 per cent).
However, as McCann-Bartlett highlights, realising these benefits requires employers to formulate a tailored flexible work model that balances business needs with employee expectations.
While many employers are still figuring out how to strike this balance, some have found powerful ways to make flexibility work for both the business and its people. One such organisation is NDE Solutions, a small business providing non-destructive testing services – such as ultrasonic testing and radiography – across Australia.
“After nearly 30 years in HR, what I’ve learned is that happy people are productive people,” says David Portway, Head of Culture at NDE Solutions.
“And how do you make people happy? You understand what motivates them, and then what you can do as an employer to maximise their productivity by taking away any obstacles.”
The organisation does not have a minimum requirement for employees to attend the office. Instead, it delegates responsibility to managers and teams to decide what’s right for them.
“I see statements in the media suggesting that ‘working from home is dead.’ It’s not dead – it’s real and it’s here to stay.” – David Portway, Head of Culture, NDE Solutions.
“The number one thing is trust. I trust them and they trust me… so everyone feels safe,” he says. “One of my reports said to me, ‘Thank you for making me feel safe in asking you about this.’”
Flexible working at NDE spans from hybrid arrangements for office-based staff to a TOIL (time off in lieu) program that gives field workers greater control over their schedules.
“We consider the way that [field staff] operate, and the way that they travel,” he says. “And by utilising the TOIL process, they can bank some of those hours so that they can take time off at a point that suits them.”
Hybrid working has also broadened the company’s talent pool and allowed it to better support employees with caregiving responsibilities, including Portway himself.
“I work a four-day week so that I can contribute to my home life and assist with running my daughter around, and I’ve also got an elderly mum… that just makes it easier to squeeze it all in,” he says.
Far from diminishing performance, Portway says hybrid work has supported deeper focus on high-value work, such as report writing and analysis, while also reinforcing engagement and loyalty.
NDE’s experience reinforces AHRI’s findings that flexibility, when built on trust and aligned with the realities of the workplace, can drive both performance and engagement. As more organisations move into a stabilisation phase with their hybrid models, those that empower employees and lead with care are likely to gain a competitive edge.
“I see statements in the media suggesting that ‘working from home is dead.’ It’s not dead – it’s real and it’s here to stay,” says Portway.
Discover more data and insights on issues affecting the workplace and organisational performance by exploring AHRI’s HR research.
I keep having conversations with managers who are so fixated on the old school mentality ‘if they’re not in the office, they’re not working’ mentality, but actually the data does not support that belief. Based on what I’ve witnessed, I’m of the opinion that if someone is not performing when they are wfh, their performance in the office is similarly poor. As I keep saying, if your staff are not performing, then manage their performance – the location of their desk should make no difference in setting goals and expectations, and managing underperformance. Again based on what I’ve witnessed, I’d… Read more »
I think the onus should definitely be on the employee to make the arrangement work with the support of their manager in terms of ensuring that regular communication, systems and processes are in place to aid them (regardless of whether it’s a PT, Flexible working or working from home). If the employee can demonstrate value, organisations should support that similarly if an arrangement isn’t working out managers shouldn’t be afraid to address that and understand the “why”.