Remote working is no longer the most sought-after setup among UK jobseekers, with hybrid roles now dominating preferences across all age groups, according to new polling.
The research, from job site CV-Library and drawn from its wider Candidate Behaviour Barometer 2025, reveals that just 16 percent of respondents would now choose a fully remote role, compared to 22 percent who favour a full-time office presence. The majority, however, expressed a clear preference for hybrid arrangements, typically involving three days in the office and two working from home.
It suggests that while the remote working model became mainstream during the pandemic, its appeal is now giving way to setups that offer greater balance, structure and connection with colleagues. Hybrid working, once seen as a transitional phase, appears to have established itself as the long-term standard for most professionals.
Career progression and wellbeing driving the change
While flexibility and location remain key factors in job decisions, the data suggests that the perceived career limitations of remote working are becoming more apparent to candidates. Over half of respondents (58 percent) said that being physically present in the office helps their career progression. Many cited the importance of learning directly from colleagues and having greater visibility with senior staff.
A better work-life balance was the top driver for jobseekers, cited by 40 percent of respondents, followed by location (19 percent) among the top five priorities. The hybrid model appears to align with both of these, allowing for time at home to support wellbeing, while also maintaining professional growth through in-person interactions.
Lee Biggins, founder and chief executive at CV-Library, said there was a growing recognition that office presence played a crucial role in long-term career development.
“It feels like the novelty of fully home working is wearing off for workers, and while there isn’t yet a wholehearted desire for five days in the office, the vast majority do want to have face-to-face time with colleagues,” he said.
“Loneliness, weakened working relationships, limited mentorship and reduced collaboration are key issues for remote workers, while in-office presence supports career progression with exposure to learn and develop – key to maintaining a happy, healthy, positive mindset.”
Younger workers keenest on office life
The findings point to a generational divide in working preferences, with younger employees particularly valuing the structure and social aspects of office life. Among Generation Z (ages 18 to 28), two-thirds (66 percent) said that being in the office supports career growth. Many in this age group also linked office time with better mental health and the opportunity to learn from peers.
Millennials (ages 29 to 44) were more evenly split, with 29 percent preferring hybrid working and 26 percent favouring a fully office-based role. Remote working was less popular than either option.
Generation X (ages 45 to 60) reported the highest preference for hybrid arrangements, at 44 percent. While just 14 percent said they would prefer to work fully remotely, more than half (55 percent) agreed that being in the office aided their professional progression.
The patterns suggest that while remote roles may still suit certain individuals or job types, there is a growing sense across age groups that hybrid working offers the most sustainable and supportive model. It lets employers maintain collaboration and mentoring opportunities while allowing employees to manage their own wellbeing and avoid the isolation associated with fully remote roles.
A working balance
For employers seeking to support staff mental health, development and retention, the findings reinforce the importance of designing work models that balance autonomy with connection. Although remote working continues to be valuable for many, the risk of professional stagnation and reduced peer learning may outweigh the benefits for some.
Biggins noted that younger workers, in particular, were looking for more than just flexibility. “Critically, many say being around others benefits their professional development, so it’s no surprise to see the younger generation keenest for in-person work collaboration,” he said.
Hybrid working may also support organisational goals such as team cohesion, informal mentoring and knowledge-sharing. These elements, while difficult to quantify, contribute significantly to morale and engagement, which in turn impact retention and productivity.
As businesses continue to adjust their working models post-pandemic, the data suggests that hybrid arrangements should not be viewed merely as a compromise but also as a strategic tool for building more effective and supportive workplaces.
