The Future Of Work Is Flexible – And That’s A Good Thing

We don’t always hear the full story. Stocks that post sudden gains make headlines while those that make slow and steady gains might not.

Similarly, we often read about businesses that demand their workers return to the office while the ones expanding hybrid work aren’t newsworthy. But the data shows more Australian companies than ever are embracing hybrid work.

Despite perceptions, most businesses aren’t resisting hybrid work. In fact, more are leaning in than pulling back, and for good reason. When done well, flexibility drives engagement, performance and resilience.

Our own Work Relationship Index (WRI) backs this up. The shift to hybrid isn’t just about where you work – it’s about creating a more satisfying work experience and reshaping that experience to fit with people’s lifestyles more broadly.

Only a third (28 per cent) of employees currently have a healthy relationship with work, and similarly only 32 per cent feel regularly fulfilled at work. But our research shows technology, Ai and hybrid work are having a net positive impact – on both personal and professional lives.

A large majority (73 per cent) say it’s important that individuals are empowered to work in the way that best suits their personal needs and maximises their effectiveness. This includes flexible work arrangements, tailored workspaces, technology that fits their working style and personalised training.

This isn’t necessarily regarded as an entitlement. The same research found that workers would accept significant tradeoffs for these benefits. In fact, 92 per cent of Australian knowledge workers would forgo a portion of their salary for the ability to work when or where they want or to attain a better work-life balance.

In 2025, it’s clear: work has changed, and there’s no going back. Australians are making thoughtful choices about how and where they work. At least a third now work remotely at least part of the time. Flexible roles attract talent, and there are limited legal rights developing around hybrid work.

Businesses should celebrate this shift instead of fighting against it. Fundamentally, it’s about creating conditions for employees to thrive. The research shows there’s a strong correlation between company performance and employee satisfaction, and employees are happier when they have more agency and control over their own lives.

Most people aren’t asking for unreasonable flexibility. A couple of days in the office each week, the chance to connect meaningfully with their teams and the freedom to balance work with family commitments – these are pragmatic expectations. It’s about making it work, not making it difficult.

Businesses must pay attention because they are only as good as their employees. And 72 per cent say personalisation would improve their relationship with work, 68 per cent think it would enhance their overall well-being and 68 per cent say it would incentivise them to stay with their current employers longer.

One common justification for forcing workers back to the office is productivity. But if your employees won’t do their job without a manager hovering over them, arguably you have a bigger problem, and you need to think about trust and a people strategy. A mandate to work from the office probably won’t fix this issue.

In fact, the available research shows that hybrid work has, at the very least, no impact on productivity and potentially a positive one depending on which study you look at. These findings are largely mirrored in major overseas studies too.

Flexible work expands the geographic boundary of any job, giving businesses access to a bigger and better pool of potential hires. We know that hybrid work has also had a significant impact on workforce participation, particularly among carers, women and the disabled. The best person for the job may not live near an office or be able to work a traditional schedule.

There is a significant caveat to all this: the benefits of remote work don’t amount to much unless a business carefully manages its hybrid work. There are real and persistent concerns over team collaboration, organisational culture and performance management. Some professions require in-person creativity. Others have a physical component that can’t be replicated. For some people, it can be a bit isolating.

Thankfully, businesses are increasingly confident about managing these challenges, and some of them can be solved with appropriate technology. The evolving product lines of enterprise tech businesses are a great proxy for the emerging shape of work. They all point to a more flexible and personalised future.

Technology is helping close the gaps. At HP, we’re building tools that respond directly to the needs of this evolving landscape, from faster devices built for Ai to secure cloud solutions and smarter collaboration platforms. These aren’t just features – they’re enablers of a more flexible, future-ready workforce.

The message is clear: the future of work is flexible, human and full of opportunity for those ready to lead with it.

Brad Pulford is Vice President & Managing Director HP ANZ.

Last Updated on June 7, 2025 by Brad Pulford