The UK has quietly reached a milestone: hybrid working is now the most common way to work among professionals. According to new data from the Office for National Statistics, 28% of workers in Britain split their time between home and the office.
This is a structural shift in how the country works. But the data tells a deeper story—one that reveals how access to flexibility isn’t evenly distributed. Hybrid is thriving in some sectors, roles, and regions. Others are still shut out. For hybrid work to fulfil its promise, it needs to be designed with inclusion in mind. That means moving beyond ad hoc arrangements and into intentional strategies.
A Divide in Who Gets Flexibility
The headline number—28% of UK workers are hybrid—is impressive. Just three years ago, it was half that. But look closer, and a pattern emerges.
People with degree-level qualifications are ten times more likely to work hybrid than those without. And when it comes to income, the difference is just as stark: 45% of workers earning £50,000 or more work hybrid, compared to just 8% of those earning under £20,000.
Hybrid working is also more common in the least deprived areas of the UK than the most deprived.
This isn’t just about income or status. It’s about opportunity. When flexible working becomes a perk reserved for a privileged few, organisations risk creating two-tier workplace cultures—one that’s visible and office-bound, and another that’s remote, less included, and less recognised.
Hybrid Strategy Needs to Be Designed
Many companies have adopted hybrid by default—letting it evolve without a clear strategy. But as the ONS data shows, who gets to work hybrid is often shaped by legacy decisions, not thoughtful design.
Hybrid needs a framework. That includes defining which roles are eligible, giving teams clarity on when and why to meet in person, and equipping managers with tools to support fairness. Without this, hybrid ends up reinforcing inequalities it was supposed to solve.
A well-designed hybrid strategy also helps teams make better use of their spaces. It aligns office use with real behaviour, not assumptions. It gives leaders data to understand what’s working—and what’s not.
Visibility, Inclusion, and Retention
Hybrid has benefits. Studies show that those who work from home gain back an average of 56 minutes a day. That translates into more sleep, more exercise, and better wellbeing. But the benefits go deeper.
Flexible strategies, when thoughtfully implemented, help with retention. A recent survey found that nearly half of workers would consider leaving a role if forced back to the office full-time. Giving people flexibility is no longer just a cultural benefit—it’s a business imperative.
The challenge is ensuring those benefits are spread fairly. That means auditing access, identifying overlooked roles, and building hybrid into the fabric of how people work—not just where they work.
Hybrid Isn’t Going Anywhere
The ONS numbers confirm what we’ve seen across our customer base: hybrid is here to stay. But it hasn’t arrived evenly. The organisations who will thrive in the next phase aren’t the ones mandating office attendance or leaving hybrid to chance—they’re the ones designing strategies that enable flexibility, visibility, and inclusion across their workforce.
Want help building a hybrid strategy that works for everyone? Book a demo with our hybrid experts.
