Over the past number of months, we’ve seen a noticeable increase in organisations asking employees to spend more time in the office, with a clear shift in expectations coming through in both hiring briefs and candidate conversations. So we asked senior leaders within our finance network what’s driving the push back to the office.
Management visibility came out on top at 40% of the votes, which wasn’t surprising based on recent conversations we’ve had with clients. We’ve also seen organisations incentivising time in the office or setting clearer expectations around designated in-office days.
It’s understandable. When onboarding new hires or developing junior talent, closer oversight matters. And in tighter economic conditions, with margin pressure and greater scrutiny on performance, leadership teams want clearer line of sight on delivery. For many finance leaders, increasing time in the office is a straightforward way to reinforce that oversight.
Hybrid working is still firmly embedded across many organisations, but what we’re seeing now is a reassessment rather than further expansion. Notably, this shift isn’t being driven by employees.
On productivity, opinion is divided. Some professionals are more focused at home, while others benefit from the structure of an office. Evidence supports both models, and performance rarely comes down to location alone.
On collaboration and culture, the case for office time is stronger. Leaders often feel it’s easier to coach junior staff, solve complex issues and maintain professional standards when teams are together. In finance functions especially, culture is tied to accountability, alignment and shared responsibility.
What we’re seeing in the hiring market:
We’re seeing more roles move from 1–2 days in the office to 3–4, along with greater scrutiny around flexibility expectations.
It works when companies are clear in initial discussions with candidates and align office requirements to performance, not preference.
However, from our conversations with candidates, hybrid working still remains a major factor in decision-making.
In many hiring discussions, it’s viewed as part of the total compensation package. Relocations, cost-of-living pressures and lifestyle flexibility have made it more than just a perk.
Is this a reversal or a recalibration?
From what we’re seeing, and reflecting on the themes raised in the poll, this feels less like a step back from hybrid and more a response to economic pressure and performance accountability. Hybrid isn’t disappearing, but it is tightening.
If you’re reviewing your policy or hiring into your finance team, it’s a conversation worth having. We’d value your perspective.