While some employers are pushing for more time on site, new data shows hybrid working remains deeply embedded in how Irish organisations operate. According to a recent survey carried out by Ibec, most companies are not actively considering increasing on-site attendance in 2026, with 49 per cent expecting employees to be on site at least two days a week. On this evidence at least, hybrid working appears to be here to stay.
How does that square with reports of a growing number of organisations mandating a full return to the office? Is it just a case of horses for courses?
In Ireland, hybrid working has firmly become the new normal, says Laura Flynn, head of people consulting at EY Ireland. “Recent Ibec research found that 63 per cent of companies are not considering an increase in on-site attendance in 2026 and that almost half expect employees on site just two days a week. This signals that flexibility now sits at the heart of what Irish employees value.”
Flexibility is key to attracting talent and progressive employers across Ireland know this, agrees Paul Vance, head of resourcing, KPMG in Ireland. “The good news is that many employees value being together for things like problem solving, training and team-oriented work.
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“In our experience what matters includes having an attractive work environment, investing in on-the-job training and promoting inclusivity. And, unsurprisingly, a degree of sociability is also important - so make the workplace somewhere people want to be.”
The Department of Enterprise, Tourism and Employment is conducting a public consultation to review the operation of legislation introduced in 2023 on the right to request remote working, says Cathy Balfe, career coach at Career Coach Me.
“This legislation essentially gives workers with six months’ or more service the right to request flexible or remote working arrangements. Employers need to have policies and procedures to manage requests and reply within four weeks but have no obligation to grant requests.”
The evidence on whether remote, hybrid or in-office workers are more productive is mixed, says Balfe.
“Productivity benefits discussed in relation to remote working include more focused work with less distractions and higher motivation. On the downside, disadvantages for some remote workers might include home distractions, less collaboration and peer-learning opportunities. Other pros associated with remote working worth considering for the organisation include lower office rental costs and higher employer retention rates.”
These mixed experiences help explain why employee sentiment has become a decisive factor in shaping workplace policy. According to the Morgan McKinley Global Workforce Trends Report 2025, the ability to work from home was highlighted as the most valued job attribute (above factors including bonus, pension and health insurance), so organisations offering this benefit are also likely to attract a bigger talent pool, Balfe says.
“At a government level, benefits from remote working also include lower road and public transport congestion. Due to the mixed evidence of home versus office productivity, and lack of data published by companies mandating return to the office, organisational policy likely comes down to the preferences of the senior management team.”
The EY 2024 Work Reimagined Survey shows that employees list flexible schedules and the ability to work anywhere among their preferred enhancements to their working arrangements, says Flynn.
“EY’s Work Reimagined research also shows that hybrid only delivers its full value when strong people systems and the right technology, including AI-enabled tools, are in place.
“Hybrid isn’t just about location; as a policy, it performs best when human capability and digital enablement advance together.”
Predictable flexibility is important, says Flynn: creating a consistent rhythm of in-person collaboration and remote focus time allows teams to plan, connect and perform effectively.
“It balances autonomy with alignment and gives leaders a clearer foundation to build culture and accountability.”
Where full on-site attendance is required, it is usually driven by operational or regulatory needs rather than a rejection of hybrid working, she adds.
“For most knowledge-based organisations, hybrid continues to deliver advantages in agility, talent access and employee engagement. Leaders who invest in future-fit, well-structured hybrid strategies are far more likely to unlock sustained performance, engagement and long-term talent advantage.”
