Four years after the initial lockdowns, the debate over optimal work arrangements continues, especially among startups and scaleups striving to balance rapid growth with financial constraints. A recent survey by real estate software provider Yardi and flexible workspace marketplace Hubble sheds light on these challenges, revealing that 64% of hybrid business founders desire increased in-office time in 2025, yet many fear that enforcing such policies could lead to employee departures.
The survey, encompassing over 125 UK startup and scaleup founders, indicates that hybrid working remains the most prevalent model, with 72% of founders overseeing hybrid teams. But satisfaction levels differ: hybrid setups received a 7.3 out of 10 satisfaction score, trailing behind fully office-based (7.7) and fully remote (7.5) configurations. Notably, only 6% of startups operate entirely from the office.
A significant 64% of founders expressed a desire for their teams to spend more time in the office, while 25% prefer maintaining the current balance. Despite this inclination, strict enforcement is rare; only 7% of startups mandate office attendance. Moreover, 59% of founders are apprehensive that imposing stricter in-office requirements might prompt employees to resign.
The survey also highlights variability in founders’ personal work patterns. Among those requiring in-person attendance, 57% work from the office themselves. The remaining 43% exhibit more flexibility: 29% are mostly office-based, and 14% predominantly work from home.
While hybrid working offers advantages such as enhanced collaboration and access to a global talent pool, it also presents challenges. Many founders grapple with issues like team cohesion and the financial implications of underutilised office spaces.
Tushar Agarwal, CEO and Founder of Hubble, observes, “The pandemic swung the pendulum sharply toward remote work, and widespread adoption of hybrid working was the first movement back in the other direction. Now, we’re seeing working practices begin to settle into an equilibrium.”
Agarwal adds: “But what’s clear from the survey is that this ‘equilibrium’ varies wildly between businesses. It’s shaped by factors like founders’ appetite for challenging now-established home working patterns, hiring strategies, and how deeply remote work is embedded in their company’s DNA.”
This survey aligns with a broader trend of companies reassessing their work models. Major corporations, including Amazon and JPMorgan, have recently mandated increased in-office presence, citing benefits like improved collaboration and productivity. However, these policies have sometimes met resistance from employees who value the flexibility of remote work.
In Australia, a notable shift is occurring, with 39% of businesses now requiring employees to be in the office five days a week, up from 36% the previous year. This movement, described as a “domino effect”, is primarily observed in medium- to large-sized enterprises. Conversely, smaller businesses are leveraging flexible work arrangements to attract talent, especially when they cannot compete on salary.
The challenge for startups and scaleups lies in fostering in-person collaboration without alienating employees who have grown accustomed to the autonomy of remote work. As companies navigate this landscape, many are striving to find a balance that supports business objectives while respecting employee preferences.
In the UK, civil servants have voiced concerns over mandated office days, with a survey revealing that 78% found the requirement to work in the office three days a week unhelpful, and 61% felt it harmed productivity. These findings underscore the complexities organisations face in implementing return-to-office policies that satisfy both operational needs and employee well-being.
