Recent findings reveal pressure on graduates to work in offices, clashing with their preference for hybrid models.
- Nearly 3,000 graduates have expressed that employers favour a full-time office presence, despite the benefits of remote work.
- Hybrid working is preferred by 60% of graduates, but 62% feel employers want full-time office attendance.
- Productivity and well-being are perceived higher with remote work, but in-person work aids colleague engagement.
- Discrepancy between graduate and managerial office presence impacts support and skills development.
Recent survey data reveals a significant tension between graduates’ work preferences and perceived employer expectations. According to Prospects at Jisc, almost 3,000 graduates believe their employers prefer them to be physically present at work full-time, even though hybrid or remote environments are favoured. This preference aligns with the 60% of graduates who prefer hybrid working over full-time attendance in the office, which only 16% favour.
The perception of employer preference for full-time office presence persists at 62%, notwithstanding the acknowledgement by many graduates that remote working enhances productivity and well-being. Specifically, 71% of graduates consider remote settings most productive, while 80% believe their overall well-being is better when working remotely. Despite this, collaboration, managerial support, and team integration are recognised as advantages of in-office work.
A distinct divergence exists between graduate entry-level and managerial roles regarding work setup. While 58% of entry-level graduates tend to work in person, 35% adopt hybrid models and only 7% work fully remotely. In stark contrast, managers are least likely to attend the workplace, preferring hybrid (47%) or remote (18%) arrangements.
The preference for office attendance among graduates might be driven by inadequate home office facilities, as many entry-level employees work from their bedrooms. Conversely, seasoned staff usually work from a dedicated home office or spare room. This disparity in working conditions potentially influences their willingness or ability to engage in remote work.
Commenting on the findings, Chris Rea from Prospects at Jisc emphasises the potential miscommunication regarding expectations. He states that “if graduates think they’re wanted back in the office this could mean additional pressure, particularly since they associate better wellbeing with the flexibility of being able to work remotely.” He points to the necessity for clear communication from employers about workplace attendance expectations and the benefit of managerial presence to nurture skills among junior staff.
The mismatch between graduate expectations for hybrid work and perceived employer preferences underscores the need for clearer communication and support.
