The 2026 context for UK employers

Hybrid working is now the default for many UK businesses, so bringing employees back to the office is less about reversing remote work and more about creating a workplace people want to attend. In 2026, employers must balance business needs with day-one flexible working rights, wellbeing obligations and rising employee expectations.

Whether you run a small consultancy or a growing SME, a hasty mandate can damage morale, trigger resignations and expose you to legal risk. A clear, fair policy helps you retain talent and make the office worth the commute. Here is what UK women-led businesses should consider before asking teams to return.

Who is actually returning to the office?

Remote work has not disappeared. According to ONS data from 2025, around 14% of UK workers were fully remote and roughly 29% were working in a hybrid pattern. That means nearly half the workforce still spends at least some of the week away from a central office.

The split is not even. CIPD research from 2024 found that women are more likely than men to request flexible or remote arrangements, often because of caring responsibilities. If you impose a five-day office week without consultation, you risk losing experienced women employees who have proved they can deliver from home.

Why employees may resist returning

Reason 1: They do not know colleagues in person

Many people hired during or after the pandemic have never met their team face-to-face. CIPD surveys suggest that employees who joined remotely often feel less connected to company culture and may find in-person networking awkward. Structured onboarding and social events can help, but forcing daily attendance is rarely the answer.

Reason 2: Burnout has not gone away

Burnout remains a leading cause of disengagement. The CIPD Health and Wellbeing at Work 2024 report found that stress-related absence and presenteeism are still high, with heavy workloads and poor work-life balance among the main drivers. Adding a long commute to an already stretched schedule can make the problem worse.

Reason 3: They are productive at home

Remote workers often report fewer interruptions and deeper focus. ONS analysis has consistently shown that many employees match or exceed office output when working from home, particularly in roles centred on writing, analysis or digital communication. If your return-to-office policy ignores this evidence, employees will question the business case.

7 considerations for bringing employees back to the office

Consideration 1: Sort transport and parking before you announce anything

Commuting costs have risen sharply. Before asking staff to return, review how they will travel and whether you can make it easier. If you provide parking, consider a booking system so employees know they have a space. If staff rely on public transport, be realistic about peak-time costs and delays.

Employers are not generally required to subsidise commuting, but supporting cycle-to-work schemes or season ticket loans can reduce the financial shock. For women with caring responsibilities, predictable start and finish times matter more than free coffee.

Consideration 2: Put your flexible working policy in writing

Since 6 April 2024, employees in Great Britain have had the right to request flexible working from their first day of employment. You must deal with requests in a reasonable manner and can only refuse them for one of the statutory reasons set out in the Employment Relations (Flexible Working) Act 2023. Acas provides a statutory code of practice on handling these requests.

Your policy should state how many days, if any, are expected in the office; how requests for different patterns will be assessed; and how you will avoid indirect discrimination against women, disabled workers or carers. Documenting this before you announce a return-to-office requirement protects both you and your employees. See our guide to flexible working rights in 2026 for the latest rules.

Consideration 3: Reward attendance, do not punish absence

If you want people in the office, make it attractive rather than threatening. Welcome-back lunches, team breakfasts or simple handwritten thank-you notes can signal that you value in-person collaboration. Recognition should be based on contribution, not presenteeism.

Remember that the National Living Wage has continued to rise. If you are asking lower-paid staff to spend more on travel and food, ensure their overall package remains fair. Read our breakdown of what the National Living Wage means for women founders.

Consideration 4: Help people rebuild a routine

After years of remote or hybrid work, many employees have forgotten how to structure an office day. Offer a phased return where possible, starting with one or two fixed days a week and building up. Be clear about core hours, meeting-free periods and whether attendance is required for specific events.

For employees returning after maternity leave, long-term illness or caring breaks, a gradual re-entry plan reduces stress and improves retention. Talk to individuals about their circumstances rather than applying a single rule to everyone.

Consideration 5: Design the office for focus, not distraction

Open-plan offices can be noisy and disruptive. If employees are travelling in to sit on video calls all day, they will rightly ask why they bothered. Audit how space is used and create zones for focused work, collaborative sessions and informal catch-ups.

Provide good lighting, ergonomic furniture and reliable technology. For neurodivergent employees, offer quiet areas and clear signage. Small environmental changes can make the office a place where people achieve more than they would at home.

Consideration 6: Carry out a proper risk assessment

Health and safety law applies wherever work happens. HSE guidance makes clear that employers must assess risks for homeworkers and hybrid workers, not just office-based staff. If you are increasing office attendance, review your fire safety, first-aid provision, ventilation and display screen equipment assessments.

You should also update your equality impact assessment. A blanket return-to-office rule may disproportionately affect women with caring responsibilities, disabled workers or those with mental health conditions. The Equality Act 2010 still applies, and indirect discrimination claims can be costly.

Consideration 7: Make amenities support wellbeing

Post-pandemic perks like free fruit and ping-pong tables are no longer enough. In 2026, employees expect amenities that support physical and mental health: decent food, private spaces for sensitive conversations, accessible toilets and support for menopause symptoms.

If you employ women aged 45 to 55, a menopause policy is becoming standard practice. Our guide explains whether your small business needs a menopause policy. For broader wellbeing support, see our article on improving wellness in your workplace.

Action steps for women-led businesses

• Survey your team before finalising any return-to-office requirement.
• Update your flexible working policy to reflect the 2024 day-one right.
• Review transport, parking and commuting costs.
• Carry out a fresh health, safety and equality risk assessment.
• Make the office a destination by improving focus spaces and wellbeing amenities.

Conclusion: make the office worth attending

Bringing employees back to the office in 2026 is not about returning to 2019. It is about building a fair hybrid model that respects legal rights, supports wellbeing and recognises that many employees have proved they can work effectively from home. Consult your team, document your policy and make the commute worthwhile.