According to recent research published by LinkedIn, London workers spend less time in the office than their global counterparts. A study by the Centre for Cities thinktank shows that employees in London go to the office an average of 2.7 days per week, trailing behind workers in cities like Paris, Singapore, and New York. Paris leads the charge, with employees spending 3.5 days a week in the office. London has also experienced one of the most significant drops in office attendance since the pandemic, with workers spending 1.2 fewer days in the office than before.

These shifts raise important questions about the future of office work, particularly in London. Oakstone International's team weighed in on the matter, sharing their views on how the market has changed, why office attendance is dropping, and the future of hybrid working.

Cost of Commuting: A Major Factor in London

The Shift to Hybrid and Remote Working

The Role of Age and Experience in Office Attendance

The Importance of Face-to-Face Interaction

One of the Centre for Cities report's most notable findings is that more than 40% of London workers cite the high cost of commuting as a key reason for working from home. In contrast, employers in Paris are required by law to subsidize their employees' travel, easing the financial burden of commuting. This difference could explain why more workers in Paris are willing to return to the office.

Tristan Heywood, Divisional Director at Oakstone International, shared his perspective on the unique factors that influence London workers' choices:

"For me to go into London (and my train line is 25 mins from Marylebone; however, it's an hour each way door to door) costs over £50 a day. With most firms being central London-based, the choice to reduce the time you spend in the office becomes a practical one. Can I justify losing 2 hours a day...or spending £100 a day? In Germany, it would be lower than London due to the distributed nature of their economy."

The financial and logistical challenges of commuting from London's surrounding counties mean that workers are making practical decisions to limit their time in the office.

Following the COVID-19 pandemic, remote and hybrid working became the norm for many. More than 25% of London workers are in the office only one or two days a week. This trend has led companies to rethink their office policies. Alice Garry, Managing Consultant at Oakstone International, notes the change:

"There has been an obvious shift in the market following COVID, with more people wanting remote or hybrid working, having enjoyed the flexibility of being fully remote. Many companies are moving back towards office requirements after going hybrid/fully remote, recognizing the importance of getting the team together in person for collaboration and morale."

While the demand for flexibility remains high, there is a growing recognition that some office presence is important for team cohesion and company culture. However, even two days in the office can be a deterrent for many candidates if they prefer remote working.

Interestingly, London was the only city in the survey where younger workers were more likely to go into the office than their older colleagues. Younger professionals, often living in smaller flats or house shares, may find the office a better space for productivity and social interaction. Heywood points out:

"If you are young, in a house share, it's not always conducive to effectively working from home. You probably want to have office time as that's part of the social side of living/working in London."

On the flip side, more experienced employees, particularly those with established careers, often seek greater flexibility and are more inclined to work from home. As Heywood notes, companies need to consider the needs of their workforce when designing office policies:

"If you are hiring younger people, they want more office time... If you want experienced enterprise people, then in the UK, you need to make it both flexible and remove the cost equation to promote more time in the office."

While flexibility is essential, Andy Strong, Divisional Director at Oakstone International, believes that in-person collaboration remains vital, especially for go-to-market (GTM) teams:

"I fail to understand how a GTM team, where people are fully accountable, can expect to be as productive virtually compared to getting together a few times a week. It's also important for mental health for people to interact."

Strong's view reflects a broader concern that while remote work offers convenience and flexibility, it may not be the best solution for all roles or teams, particularly those that rely on close collaboration.

The post-pandemic era has transformed how we think about work and the office. For London, the challenges of commuting and cost, combined with a growing demand for flexibility, have made hybrid working the norm. However, as Oakstone International's directors highlight, the debate is far from settled. Different factors, such as age, living conditions, and the nature of the work, play crucial roles in determining the future of office attendance. What remains clear is that companies must balance flexibility with the benefits of in-person collaboration to create work environments that serve both business needs and employee preferences.