The battle lines are being drawn in the future of work. On one side: employees who have embraced flexible work arrangements, likely introduced during the pandemic, and are unwilling to let them go. On the other: companies eager to restore pre-pandemic office culture, convinced that in-person collaboration is the key to productivity. The result is a workplace tug-of-war that’s coming to define 2025.YuLife’s What Employees Want: Workplace Wellbeing Trends in 2025 report, conducted with YouGov, cuts through the noise with hard data straight from workers. Surveying 1,046 employees across the UK, the report paints a clear picture: workers are demanding more control over their schedules, and yet many companies are pulling in the opposite direction.The data speaks: what employees want in 2025Employees aren’t just asking for flexibility—they expect it. According to YuLife’s report, 44% of surveyed employees rated increased flexibility in working arrangements as their top wellbeing support mechanism. And this is true for employees of all ages, and genders, across companies of all sizes. The demand is particularly pronounced among younger workers, and 46% of women cited it as their top request for 2025.The research also highlights a strong preference for hybrid working models, with employees expressing a need for autonomy over their work environment. Additionally, flexible working is not just about location; it includes the ability to adjust hours to fit personal and family needs.“Rethinking work structures means focusing on what actually drives performance rather than just measuring presence in an office,” says Lucy Adams, founder of Disruptive HR and former HR Director at the BBC. In a webinar with YuLife co-founder and COO Sam Fromson, Lucy stressed the importance of moving away from rigid structures—noting that many leaders resist hybrid working simply because “they struggle to adapt to a leadership style based on trust rather than control”.Corporate pushback: the reversal of remote work policiesDespite these clear employee preferences, some companies are rolling back the remote work policies that were introduced during the pandemic. Amazon, Dell, and other major corporations have in the past year implemented stricter office mandates, arguing that in-person work fosters better collaboration and productivity.Yet, our report suggests that these mandates are out of sync with employee expectations. The data shows that employees who felt forced back into the office were more likely to report lower levels of workplace wellbeing and were more likely to be looking for another job.Particularly in tech and professional services, Lucy says, more employers are turning away from flexible working policies and want to see their people working in front of them. This discomfort with remote work, she explains, is often more about control than productivity.“Some managers assume that when employees are out of sight, they’re not working,” Lucy says. “But the reality is, hybrid work provides a level of democratisation—people can be measured by their output rather than by whether they’re sitting at a desk.” She highlights that some executives worry about employees running errands during work hours. “I hear horrible things from managers—they assume the minute their back is turned, employees are walking the dog or going to Pilates. But if the work is getting done, why does it matter?”However, she also acknowledges a legitimate concern among some business leaders: ensuring that early-career employees and new hires have the opportunity to develop skills, build relationships, and properly integrate into company culture. “There is a genuine concern that a totally remote environment is not going to be healthy for the business in terms of its culture, particularly with the younger people who are working there, and in terms of innovation,” she explains.Goldman Sachs has positioned itself as an “apprenticeship and innovation organisation” to justify requiring employees back in the office. However, Lucy poses the question: “Is your culture determined by your office, or by how you make decisions and the way you treat people?” Why flexibility matters for employee retention and wellbeingThe link between flexible work and employee retention is undeniable. According to our report’s findings, employees with a greater sense of workplace wellbeing are far less likely to consider leaving their jobs. Among those who rated their workplace wellbeing as “good”, 71% said they were not actively seeking new roles, compared to just 30% of those who felt their wellbeing was poor.Beyond retention, we also know that flexibility plays a critical role in mental health. Employees who have control over their schedules report feeling less stressed, more engaged, and better able to balance their personal and professional lives.YuLife’s Head of People, Katie Howarth, agrees: “When we look at employee wellbeing holistically, we see that flexibility is one of the key pillars. Employees are no longer just looking for traditional benefits—they want work structures that support their full lives, both inside and outside of work.“As organisations address economic uncertainty, evolving employee expectations, and the need for inclusivity, focusing on wellbeing remains crucial for success. Flexible work schedules, financial wellness education, and mental health support are among the key areas where businesses can make a real difference.”The role of flexible working in inclusivity and neurodiversityA major priority for HR teams and employers in 2025 is accommodating neurodiversity in the workplace. Some 15-20% of the global population is estimated to be neurodiverse, yet only 22% of autistic people in the UK are employed, compared to a disabled average of 53% and an “abled” average of 83% (ONS, 2019). Many neurodiverse people are either unable to enter the workforce or struggle to be productive in a “neurotypical” environment.Our report highlights that flexible working arrangements, such as remote work and adaptable schedules, can play a crucial role in helping neurodiverse employees succeed. This is because hybrid and remote models allow your neurodiverse workers to tailor their environments to reduce distractions, manage their energy levels, and minimise stressors that may be more challenging or even impossible in a traditional office setting.Our research found that the benefits of flexible working for neurodiverse employees include:Adjustable schedules: allowing individuals to work during their most productive hours and take breaks when needed.Remote work options: reducing sensory overload and enabling employees to create a workspace that suits their needs.Clear communication structures: providing written instructions alongside verbal communication to enhance clarity and reduce misinterpretation.According to the Wall Street Journal, “Building a neuro-inclusive workplace requires not just accommodations but a cultural shift, where differences are viewed as strengths.” Organisations that embrace flexible work policies will be better positioned to attract, retain, and support neurodiverse talent.The future of work: finding a middle groundThe future of work is not an all-or-nothing debate between remote and office work—as Lucy says, it’s about striking the right balance. Many companies are beginning to experiment with hybrid models that allow employees to blend remote and office work in a way that better suits their needs.This middle ground benefits both employers and employees. Businesses that successfully adapt to employee expectations and take note of the latest HR trends will not only retain their best talent but also boost their team’s productivity and engagement.“Rigid policies don’t work in a modern business environment,” Lucy stresses. “The key is identifying ‘moments that matter’—when in-person collaboration is truly valuable rather than enforcing attendance just for the sake of it.“Hybrid working is about moving towards a model where people are trusted to deliver results rather than just being present.”Will employers adapt or risk losing their talent?The message from employees is clear: flexibility is here to stay. Companies that continue to resist this shift risk losing their best employees to competitors who are willing to embrace modern working arrangements.YuLife’s Wellbeing Report should be a wake-up call for business leaders who may still be clinging to outdated office mandates. The organisations that prioritise employee wellbeing—by listening to their workforce and adapting to their needs—will be the ones that thrive in the years ahead.“Employers who view flexible working as an essential part of employee wellbeing, rather than a perk, will be the ones who build stronger, healthier workplaces for the future,” Katie adds.Download the YuLife What Employees Want: Workplace Wellbeing Trends in 2025 report to explore the full findings and discover how businesses can build a healthier, more engaged workforce.