Hybrid working may have reached its peak and it should force a change in culture, writes ROBERT HOLLAND
A return to full-time office working has emerged as a priority for a large majority of SMEs in Scotland. An Aberdein Considine survey found that more than 90% wanted their workers back in the workplace. At first glance, this might seem like a surprising reversal in the age of hybrid models and remote flexibility. But beneath the headline lies a complex interplay of business needs, cultural identity, type of work and the evolving definition of productivity.
SMEs are run by tight-knit teams, where culture and cohesion are critical. Unlike large corporations with global footprints, many of these businesses rely on the informal exchange of ideas, spontaneous problem-solving, and a strong sense of team identity. The reality is that these dynamics are harder to replicate over Teams.
And for sectors like retail and hospitality, face-to-face interaction is not optional. This is borne out by the Aberdein Considine survey which showed 95% of those in the food and drink sector regarded a return to full-time office work as a priority, 94% in retail, 89% in the hospitality sector, and 84% in the energy sector.
While SMEs are asserting their need for a return to in-person work, it’s crucial they don’t lose sight of broader workforce trends. People are increasingly prioritising flexibility and work-life balance: a rigid return-to-office mandate could alienate top talent, particularly in a competitive hiring landscape where hybrid models have come to be expected.
The challenge for SMEs is not just logistical, but cultural. How do you reconcile the perceived gains of in-person work with employees’ demand for balance and control?
A “return to the office” shouldn’t be shorthand for going backwards. It could be a chance to reimagine what the office is for, not just a place to sit and work, but a space for collaboration, creativity, and culture-building.
Scottish SMEs now have an opportunity to rethink office environments to make them purpose-driven, not just presence-driven; invest in training to support hybrid leadership skills; and communicate clearly why in-person work matters, not just that it’s required.
Our survey may say 90% of SMEs want people back in the office. But the question of real leadership will lie in how that’s balanced with the evolving expectations of the modern workforce and the rights afforded to employees, such as the right to request flexible working.
Because in the end, productivity isn’t about where work happens but how, why, and with whom.
Robert Holland is a partner and head of employment at Aberdein Considine
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