Why are some employers bringing people back? 

For many leadership teams, the push for more office time is not about clock watching, it is about creating an environment where ideas spark naturally. Those quick conversations in the kitchen, the impromptu problem-solving sessions, and the chance for junior staff to learn by osmosis from more experienced colleagues are difficult to recreate on a screen. For some organisations, it is about reigniting collaboration and culture; for others, it is about holding on to flexibility to retain talent. The reality is that employers need to find a balance that works for both the business and the people in it.

Flexibility still matters

Flexibility still matters. In fact, it remains one of the most valued aspects of modern work. Research from CIPD Ireland shows it is consistently among the top priorities for candidates when considering a new role. Many employees say they can get more done at home when they need deep focus without the background noise of a busy office.

Offering flexible options also widens the talent pool, making it possible to attract skilled people who live outside the main cities or who have caring responsibilities. Cutting out long commutes can ease stress, reduce costs, and support environmental goals by lowering carbon emissions. For employers, it can be a powerful way to boost wellbeing and engagement while meeting business needs.

What employees are saying

In conversations across Irish workplaces, recurring themes are emerging. Commuting costs and time are now a bigger factor than before, especially for those who moved further afield during the pandemic. What used to be a short journey can now take up a significant part of the day and that’s before you account for fuel prices or train fares. Parents and carers also highlight the challenge of maintaining childcare or caring arrangements when office attendance requirements are fixed. For them, even small changes to schedules can impact carefully balanced routines.

From the employer’s side, there is often a clear operational reason for asking people in whether it’s for collaborative sessions, mentoring opportunities, client meetings or building team culture. The challenge is ensuring these in-office days are purposeful. For example, if employees make the trip in only to spend most of the day on virtual calls with colleagues elsewhere, it can undermine the intended benefits.

This is where clear communication becomes essential. Explaining the “why” behind in-office requirements and demonstrating the value to both the individual and the organisation, can help align expectations and reduce frustrations.

Real-world examples from Irish workplaces

• AIB has announced that from January 2026, hybrid-eligible staff must be in their base office at least three days a week with time in branches or hubs not counting. Their rationale? Strengthening collaboration and connection. The Financial Services Union publicly criticised AIB’s plan to require hybrid-eligible staff to work in their base office at least three days a week from January 2026, saying it failed to reflect modern working realities and ignored staff feedback. The FSU argued that the policy would disrupt work-life balance, increase commuting costs and risk losing talent, particularly among parents and carers. They have called on AIB to revisit the policy through meaningful consultation and to provide stronger flexibility provisions.
   
  
• Aerlytix, a Dublin-based aviation finance tech firm, takes a different tack offering part-week remote work plus a “work-from-abroad” allowance for two weeks a year. Staff engagement scores suggest it is hitting the right note.

Challenges on both sides

For employees used to remote-first routines, more office time can feel like a backward step particularly if commutes are long. It can also make recruitment trickier if top candidates prioritise flexibility.

On the flip side, fully remote models can make it harder to build culture, integrate new hires and keep communication consistent. Managers may need to be deliberate about ensuring remote staff get equal access to projects, promotions and mentoring.

The road ahead

The return-to-office debate isn’t about rewinding to 2019 it is about shaping a way of working that serves today’s realities. Employers who treat hybrid not as a compromise, but as a deliberate strategy, will have the edge in both retention and results. That means making office days purposeful, respecting the flexibility people value and keeping the conversation open.