Since COVID, the way we work has changed fundamentally. In many organisations, working from home used to be the exception. During the pandemic, it suddenly became the norm. Almost overnight, companies and employees proved that many roles could also be performed remotely.

Today, several years later, the impact is still significant. For many employees, working from home is no longer a temporary solution, but a fixed part of their expectations.

We see this every day in recruitment as well. At Legal Staffing Experts, the topic comes up almost by default in conversations with both candidates and employers.

Candidates ask for flexibility, remote work and autonomy. Employers, in turn, want to remain attractive in the labour market, while also preserving the connection with their employees, their team dynamics and their company culture. At the same time, we see that employers are once again placing more value on presence in the office. Both perspectives are valid.

That is exactly why this topic deserves more nuance. An employer who values office work is not automatically old-fashioned. Sometimes, physical presence is exactly what people need to grow faster, collaborate better, stay connected to the organisation and become a stronger part of the team. Conversely, flexibility is no longer a luxury for candidates, but an important part of modern employment.

So the challenge is not to choose between working from home or working from the office. The challenge is to make conscious choices.

Working from home has proven its value

Working from home has many advantages. For tasks that require concentration, it can be particularly effective. Think of analysing contracts, preparing advice, drafting policies, writing reports or working through complex files.

In legal, compliance, HR and finance roles, focus is essential. Fewer interruptions, less commuting time and greater autonomy can help people deliver higher-quality work.

For experienced employees who know their organisation, colleagues and responsibilities well, working from home can therefore work perfectly. They know who to turn to, understand the sensitivities within the company and are often able to set priorities independently.

But that does not mean working from home is always the best solution for everyone.

Office work is about more than being present

The value of office work does not lie in control. It is not about the idea that someone only works when they are visibly sitting behind a desk.

The real value of office work lies in connection.

You get to know your colleagues better when you work together in the same place. You sense more quickly how a team functions. You understand the company culture not only through formal communication, but by experiencing it. Through conversations, meetings, spontaneous questions, informal contact and shared experiences.

A connection with your employer, your colleagues and your organisation is not built solely via Teams or email. It grows through proximity, trust and interaction.

This is especially crucial for new employees. Anyone starting a new role needs more than a laptop and a digital onboarding process. You want to understand how decisions are made, who plays which role, what sensitivities exist and how to find your place within the team. You learn that much faster when you are also physically present.

The pitfall of a “vested right”

I understand that employees today see working from home as an important part of their working comfort. That is logical. Over the past few years, many people have reorganised their lives, schedules and expectations.

But working from home should not become an automatic entitlement, where any request to return to the office is immediately seen as a step backwards.

Employers rightly need engagement, collaboration, training, culture and team spirit. These are not outdated concepts. They are essential elements in keeping an organisation healthy and high-performing.

At the same time, employers must recognise that a simple return to “everyone back in the office full-time” is not very realistic. The labour market has changed. Candidates expect flexibility, and many roles allow for it.

Focus requires the right environment

For me, the key question is: which work is best done where?

Focused work can be done both at home and at the office. But then the office must also allow for concentration. An office where people are constantly interrupted, where there are no quiet spaces and where every workplace feels like a transit zone, does not support high-quality work.

If employers ask people to come to the office, they must also ensure that office work is meaningful and workable. That means spaces for consultation, but also spaces for silence. Places where people can collaborate, but also places where they can work undisturbed for a while. Especially in legal or confidential roles, that is not a luxury, but a necessity.

Hybrid working requires responsibility on both sides

Hybrid working only works when both parties take responsibility.

Employers need to explain why presence matters. Not from a place of control, but from the perspective of collaboration, training, culture and connection. They also need to think about the purpose of office days, so people do not come into the office only to spend the entire day alone behind their screen.

Employees, in turn, need to handle flexibility professionally. Working from home requires availability, communication, ownership and reliability. Anyone who is given flexibility must show that the work is moving forward and that collaboration does not suffer because of distance.

Flexibility and responsibility go hand in hand.