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2026 State of Hybrid Work

Owl Labs’ 2026 State of Hybrid Work report — now in its 10th year — breaks down the latest trends, explores how we’re working today, and looks at what’s next.

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State of Hybrid Work 10

United Kingdom

Owl Labs’ 2026 State of Hybrid Work report — now in its 10th year — breaks down the latest trends, explores how we’re working today, and looks at what’s next.

Download Summary
Introduction
Key Findings
1. The State of the Workforce
2. The New Rules of Work
3. What Employees Really Want
4. The Hybrid Workplace Experience
5. The AI Workplace Revolution
6. The Human Side of Work
7. The Economics of Hybrid Work
8. The Future of Work
Final Thoughts
Background + Demographics

Introduction

The uncertainty that defined the years following the pandemic has given way to something more permanent. Flexible work is no longer a temporary solution or competitive perk. It has become an expected part of modern work, with employees continuing to rank flexibility among the most important factors when evaluating where they work and whether they stay. At the same time, fewer organisations are changing their hybrid and remote work policies, signalling that many have settled into their long-term workplace strategies.

Yet work itself continues to change.

Artificial Intelligence is becoming part of everyday workflows. Employees are taking on side hustles, redefining productivity, and increasingly blending work and personal life in ways that challenge traditional notions of the workday. Organisations are investing in smarter technology, better meeting experiences, and new approaches to leadership as they navigate a rapidly evolving workplace.

Our annual State of Hybrid Work report is now in its 10th year. This year’s report explores how employees are working today, what they expect from employers, and the trends shaping the future of work. Together, these findings paint a picture of a workforce that is more flexible, more digitally enabled, and more connected than ever before.

The future of work isn't about choosing between the office and home. It's about giving people the flexibility, technology, and support to do their best work wherever it happens.

Key Findings

  1. 24% of UK workers have one or more additional jobs (aka side hustles)
  2. Over 1 in 3 workers (35%) say work-related stress has increased since last year
  3. If workers had the choice, 60% would choose to work hybrid
  4. 38% of hybrid workers are still coffee badging (go to the office to show their face for a few hours)
  5. 2 out of 3 workers (66%) say that younger leaders tend to be more supportive of flexible work than older leaders
  6. 41% of UK workers experience meeting fatigue
  7. 35% of workers say their employer's or colleagues’ political opinions have made them not want to go into the office
  8. 68% of workers report doing work on Sundays
  9. 6% of workers would quit their job if they could no longer work hybrid or remotely; an additional 43% would start to look for another job that offered more flexibility in when or where they work
  10. Nearly 9 in 10 workers (86%) report using or experimenting with AI at work
  11. Over 1 in 4 AI users (26%) admit to using AI tools not officially approved by their employer
  12. Over 1 in 3 workers (39%) would take a 10% pay cut - or more - for flexible working hours

Section 1

The State of the Workforce

The workplace has entered a new phase. After years of rapid change, today's workforce appears to have settled into a more stable rhythm. While the balance between office, hybrid, and remote work continues to evolve, employees are increasingly redefining what work looks like through side hustles, flexible schedules, and work that extends well beyond the traditional Monday-to-Friday routine. We’ve seen the introduction of work on Sundays, with 68% saying they work on their off days — either extending the microshifting concept or allowing for deeper work (with fewer disruptions).

At the same time, return-to-office policy changes have begun to level off, suggesting organisations may finally be finding their long-term footing. This section explores the state of today's workforce and the trends shaping how people work in 2026.

Working type over the years:

0%20%40%60%5%45%50%4%45%51%7%51%42%6%46%48%In-officeIn-officeHybridHybridRemoteRemote
2023
2024
2025
2026

Where are workers now compared to the start of the year?

At the same company and not seeking a new job (49%)
At the same company, but actively looking for a new job (28%)
At the same company and not seeking a new job because they started a side hustle (16%)
Resigned (4%)
Terminated (2%)
New to the workforce (1%)

Office workers have changed jobs more than non-office workers. Of those that changed jobs this year:

Office workers (59%)
Hybrid workers (34%)
Remote workers (7%)

Most hybrid workers spend 3 days in the office per week.

0%20%40%22%36%29%13%1 day1 day2 days2 days3 days3 days4 days4 days

But let’s talk about hybrid workers’ preferred number of days in-office:

0%20%40%1%14%30%29%16%10%NoneNone1 day1 day2 days2 days3 days3 days4 days4 days5 days5 days
0%
If given the choice, 60% of workers say they’d work hybrid style, and 11% would prefer to be fully remote

Do workers coffee badge?

Yes (38%)
No, they prefer to go into the office full time (53%)
No, but they want to try it (9%)

Of those that coffee badge, 79% are managers, compared to just 21% individual contributors

79%
Managers
21%
Individual contributors
0%
31% of companies have changed their remote/hybrid policy in the past year

What workplace trends are workers participating in?

0%20%40%60%80%100%38%35%34%31%30%30%29%28%28%26%22%22%Work-to-rule (Performing only the tasks outlined in their job description)Job hugging (Holding their job even when they are unhappy)Career minimalism (Prioritising health, clarity, and sustainability)Calendar blocking (Blocking time on their calendar to prevent colleagues from taking it over)Taskmasking (Creating the illusion of busyness, without engaging in meaningful work)Billboard days (Choosing in-office days specifically to be seen by leaders/clients)Ghost working (Cramming work in at night to enjoy more free time during the day)Quiet quitting (Doing only the minimum required tasks to not get let go)Phantom meeting attendance (Skipping the actual call to review notes or AI summaries)Unbossing (Intentionally dodging management positions to focus on individual career growth)Revenge quitting (Leaving abruptly as a form of protest)Revenge RTO (Performing microaggressions when forced back to the office)

Do workers clock in on Sunday?

Work the full or near-full day (14%)
Often work a few hours (22%)
Quickly check messages (13%)
Rarely (19%)
Never (32%)

Regular Sunday workers within each generation:

0%20%40%60%80%30%35%53%62%Gen ZGen ZMillennialsMillennialsGen XGen XBoomersBoomers

Do workers suffer from meeting fatigue?

Yes (41%)
No (54%)
Don’t know (5%)

Those suffering from meeting fatigue by company size:

Small (11%)
Medium (27%)
Large (31%)
Enterprise (31%)

Top aspects that contribute to meeting fatigue:

Meetings are too long: 54%

Too many meetings overall: 41%

Too many back-to-back meetings: 40%

Meetings that could just be an email: 39%

Unclear purpose or outcomes: 29%

Pressure to be ‘on’ socially: 26%

Having to multitask during meetings: 26%

Technical issues or delays: 23%

Meetings scheduled too early or too late: 23%

Too many participants: 22%

In-person meetings: 21%

Section 2

The New Rules of Work

Since the rules of work have changed, employees are making career decisions differently than they did just a few years ago.

Better work-life balance is the top reason people change jobs, but flexibility has become the biggest deal-breaker when considering a new position. When hybrid or remote workers were asked if they could no longer be allowed to work flexibly, 43% would start to look for another job that offers more flexibility and 6% would simply quit.

At the same time, 73% of employees believe return-to-office policies are being driven by leadership oversight and visibility, highlighting the ongoing tension between business priorities and employee expectations.

For those who have looked, or are looking for a new job, the primary reasons are:

0%20%40%60%80%100%44%41%41%30%27%23%23%14%14%9%Better work/life balanceBetter career opportunitiesBetter compensationTo do something they enjoy moreTo lower stressTo get more flexibility in when they workTo get more flexibility in where they workTo have a 4-day work weekTo change industriesBecause of a move/relocation

Top policies that would prevent workers from accepting a job offer were focused on flexibility:

41%
Requiring employees to work in the office full-time
41%
Not allowing for flexible working location
38%
Not allowing for flexible working hours
19%
Requiring employees to work in the office on specific days
15%
Requiring employees to work remotely full-time
14%
Not allowing a 4-day work week

If hybrid/remote workers were no longer allowed to work remotely or in a hybrid manner, now or in the future, they would:

Start to look for another job that offers more flexibility in when and where they work (43%)
Expect a pay increase (19%)
Stay, but be less happy (16%)
Not mind (8%)
Stay, but be less willing to work as hard (5%)
Quit (6%)
Stay, but take on a side hustle (3%)

Of those who said they would quit, there is a clear generational divide:

Gen Z (7%)
Millennials (53%)
Gen X (26%)
Boomers (14%)

The top reasons workers think employers are enforcing return-to-office policies:

0%20%40%60%80%100%73%72%70%63%63%63%61%45%43%To maintain leadership oversight and visibilityTo reinforce company culture and team cohesionTo improve employee productivity and collaborationTo justify office leases and real estate investmentsTo enhance client service and responsivenessTraditional working norms and expectationsTo align with industry norms and competitor practicesEconomic uncertaintyGovernment pressure

Do workers find that their working style has made them more or less productive?

0%20%40%60%80%5%2%5%3%7%5%32%35%40%60%56%50%In-officeIn-officeHybridHybridRemoteRemote
More
No change
Less
Not sure

Managers feel hybrid and remote work makes their teams more productive:

More (63%)
Less (15%)
No change (22%)
78%
The clear productivity killer: commuting. 78% of workers commute up to 45 minutes one-way, daily.

Section 3

What Employees Really Want

Flexibility is no longer viewed as a workplace perk. It's become a defining part of the employee experience.

While 89% of employees still rank salary as their top workplace priority, flexibility continues to shape where people choose to work, with one in five workers saying they are willing to take a 15% pay cut or more—for greater flexibility in their schedule.

Employers appear to be recognising this shift, with nearly two-thirds (62%) reporting no changes to their hybrid or remote work policies over the past year. The data in this section highlights the workplace investments, benefits, and priorities that matter most to today's workforce.

The top workplace priorities for employees are:

0%20%40%60%80%100%89%88%83%83%82%81%81%78%76%74%74%73%Compensation/salarySupportive managerPay equityGood technologyGrowth opportunitiesBenefitsBeing able to work flexible hoursBeing able to work flexibly in terms of locationLearning/educational opportunitiesBeing able to work flexibly in terms of daysHaving own dedicated desk/officeOffice friendships and relationships

The most appealing benefits in a prospective employer are:

39%
Flexible working hours
28%
4-day work week
25%
Flexible working location
24%
Work from home benefits/stipends
21%
Mental health/wellness support
20%
Enhanced pension contributions
16%
Free lunch
16%
Unlimited holiday allowance
16%
More/better training/career development

What percentage of salary would workers sacrifice for each benefit?

5%
10%
15%
20%+
None
I already have the benefit
0%20%40%60%80%100%25%18%13%8%30%6%27%20%13%7%29%4%22%19%12%8%27%12%20%18%11%7%33%11%18%18%12%7%35%10%11%9%7%5%19%49%13%15%10%6%45%11%18%17%11%6%41%7%17%17%10%6%45%5%22%18%10%6%39%5%23%17%12%8%32%8%4-day work weekMore/unlimited annual leaveFlexible working hoursFlexible working locationFully remote working locationHybrid working optionWear whatever clothing/styleMore paid parental leaveChildcare subsidies/onsite childcareMonth-long sabbaticalBetter health insurance

92% of workers admit that they could be convinced to come to the office with additional incentives. The biggest incentives would be:

0%20%40%60%80%100%33%31%29%29%27%Greater/higher overall compensationBeing able to choose their in-office daysCompany pays for commuting/parking costsFree/subsidised food and beverageA shorter commute

Section 4

The Hybrid Workplace Experience

Hybrid work has become a permanent part of the workplace, but creating a seamless experience remains a work in progress. Employees lose an average of nearly six minutes at the start of every hybrid meeting, and 73% of workers continue to experience technical issues such as poor audio, video, or connectivity.

As organisations invest in smarter meeting spaces and new workplace technology, the focus is shifting from simply enabling hybrid work to improving the overall experience itself. Employees are demanding it—83% said that good technology remains a top workplace satisfaction factor. Check out the findings that show where technology is helping teams thrive and where friction still remains.

77% of workers said that their employer made physical changes to the office in 2026. The top changes:

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33%
Introduced AI tools
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27%
Increased IT staff
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25%
Installed/upgraded new meeting room tech
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20%
Updated interior design
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18%
Increased office space
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17%
Expanded collaboration and/or meeting spaces

The main cultural changes, according to workers, are:

0%20%40%60%80%100%50%50%48%48%42%42%41%33%26%Trained employees on how to hold effective/inclusive hybrid meetingsTrained managers on how to manage remote/hybrid teamsIntroduced mentorship opportunitiesTrained employees on how to use mixed real-time and asynchronous communication methodsAdded/increased employee activity tracking/monitoring softwareAdopted AI technology to replace employees' rolesCommunicated about the possibility of layoffs/downsizingConducted layoffsCut/reduced benefits/perks
6 minutes
6 minutes are lost on average getting hybrid meetings started, with (20%) of workers saying they lose 10+ minutes per meeting

The top hybrid meeting issues:

73%
Lost time due to technical difficulties
70%
Not being able to hear everyone
69%
Audio echo/distortion
69%
Not being able to see faces and missing visual cues
67%
Feeling disengaged
61%
Difficulty contributing to the conversation
58%
Not being able to see the presentation
55%
Not being able to see the whiteboard
54%
Feeling left out

When asked to think about their employer’s hybrid meeting equipment, most workers gave either positive or neutral responses. They said:

It’s effective, and they like it (35%)
It’s fine, they deal with it (51%)
It rarely works (9%)
It never works (2%)
It feels outdated (2%)
They don’t like it (1%)

For in-office meetings, the preferred meeting room setups are:

0%20%40%60%80%100%37%34%25%20%20%18%18%A dedicated meeting room setup that lets users join with one touchBringing their laptop and wirelessly sharing contentBringing their laptop and connecting to display contentA digital whiteboard or annotation toolsA camera that follows speakers and auto-frames themBringing their laptop but not connecting to anythingNo preference

The younger generations have strong opinions when it comes to preferred meeting setups, with 92% of Gen Z respondents saying they have one:

0%20%40%60%80%100%71%66%85%91%Gen ZGen ZMillennialsMillennialsGen XGen XBoomersBoomers

59% of workers believe their employer is monitoring their activities. Here’s what they think their employers are monitoring:

32%
Login/logout
22%
Number of meetings
15%
Keyboard usage
17%
Screen/mouse movement
10%
I don’t know

Should employers disclose if they are using employee monitoring tools? 82% of workers think so.

Think it should be a legal requirement (82%)
Think it's already a legal requirement (11%)
Don’t think it should be a legal requirement (7%)

Section 5

The AI Workplace Revolution

AI has rapidly become part of the everyday work experience. More than 8 in 10 employees (86%) now use AI at work, increasing to 93% with Gen Z. Of those using AI, over 1 in 4 (26%) workers admit to using AI tools that haven't been approved by their employer.

As adoption accelerates, organisations are moving beyond experimentation and developing formal AI strategies, while employees continue to navigate questions around productivity, trust, governance, and career impact. The results offer a closer look at how AI is transforming work today and where it's headed next.

86% of workers use AI, but how reliant are they on it?

Use it daily (27%)
Use it several times a week (26%)
Use it occasionally (23%)
Have experimented, but rarely use it (10%)
Don’t use it at all (14%)

Daily AI users within each generation:

0%20%40%11%17%32%28%Gen ZGen ZMillennialsMillennialsGen XGen XBoomersBoomers

92% of managers use AI compared to 70% of individual contributors

92%
Managers
70%
Individual contributors

AI x Workplace - Employees said that:

68%
Using AI at work has made me more productive and able to complete more tasks
60%
Being skilled at using AI improves my chances of promotion
64%
Using AI at work has improved my confidence in my ability to do my job
62%
Being skilled at using AI makes my manager/team view me more positively
59%
Using AI at work has created free time in my workday to focus on personal tasks
57%
Using AI at work has increased expectations for how much I should get done during the workday
54%
Using AI at work has increased my capacity enough that I’m able to take on additional paid work
39%
I am worried that AI will make my role obsolete
34%
Using AI at work has hindered my productivity or made me less productive
26%
1 in 4 workers (26%) use AI tools that are not officially approved by their employer.

Those who worry AI will make their role obsolete within each generation:

0%20%40%60%39%36%39%43%Gen ZGen ZMillennialsMillennialsGen XGen XBoomersBoomers

Employers' thoughts on AI:

Requires the use of AI (13%)
Encourages the use of AI (52%)
Indifferent on the use of AI (17%)
Has not communicated at all about AI (8%)
Discourages the use of AI (2%)
Adopted AI tech to replace employee roles (1%)
Has no clear stance on AI (7%)

Employers that require or encourage the use of AI by company size:

0%20%40%60%80%100%55%59%70%67%SmallMediumLargeEnterprise

Section 6

The Human Side of Work

Technology continues to reshape the workplace, but people remain at the centre of every organisation. Over a third of workers (35%) said their level of work-related stress increased since last year. In line with last year, we learned that more than one-third (37%) of employees report feeling disengaged at work, while burnout remains the leading reason employees lose motivation.

Managers are balancing new leadership challenges, employees are navigating career development and caregiving responsibilities, and workplace relationships continue to evolve alongside social and political dynamics. Beyond the technology and policies, these insights reveal the human factors that continue to shape workplace success.

The top workplace concerns that affect workers are:

Lack of career progression: 44%

Worry over job stability: 40%

Not being given the flexibility they want: 39%

Being forced to be in the office full-time: 39%

Having their work/activities monitored: 38%

Disengagement with their work: 37%

Lack of IT/technical support: 37%

Introduction and workplace adoption of AI: 36%

Relationships with colleagues/cross-functional work: 35%

Lack of mentorship: 34%

Not feeling seen/heard in meetings as a remote worker: 34%

Being forced to move close to an office/headquarters: 31%

Gen Z’s top workplace concerns:

50%
Lack of career progression
45%
Not being given the flexibility they want
45%
Not feeling seen/heard in meetings as a remote worker

Millennials’ top workplace concerns:

47%
Lack of career progression
43%
Worry over job stability
43%
Being forced to be in the office full-time

Gen X’s top workplace concerns:

36%
Worry over job stability
34%
Lack of career progression
33%
Having their work/activities monitored

Boomers’ top workplace concerns:

30%
Having their work/activities monitored
28%
Not being given the flexibility they want
28%
Lack of IT/technical support

The main reasons workers feel disengaged at work:

31%
Feeling burnt out
25%
Lack of growth opportunities
23%
Not feeling valued
20%
Workload has increased, and they can’t keep up
18%
Not feeling fairly compensated

Managers’ main concerns when managing remote team members:

0%20%40%60%80%100%25%24%24%22%21%21%21%Employee engagementIT support issuesMiscommunication across the teamReduced visibility into how/when my team is workingEmployee satisfactionMaintaining cultural connectionDistractions

Managers’ main concerns when managing in-office employees:

0%20%40%60%80%100%26%26%23%23%21%20%Employee satisfactionEmployee engagementOverworking/burnoutIT support issuesMiscommunication across the teamMaintaining cultural connection
0%
78% of workers feel engaged at work

26% of remote/hybrid workers believe they are missing out on impromptu or non-formal feedback and development opportunities by not being in the office, consistent with 25% in 2025

26%
2026
25%
2025
0%
50% of workers said their level of work-related stress has stayed the same as last year, with 35% saying it has increased and 15% saying it has decreased
25%
25% of workers admitted to having posted negative comments about their job/employer on social media in the past
0%
35% of workers said that their employer’s or colleagues’ political opinions had made them not want to go to the office
26%
1 in 4 workers (26%) treat their coworkers differently based on perceived political opinions
0%
63% of workers think employers should implement better strategies/more flexibility for employees who need to manage their time between work and other responsibilities
0%
58% of caregivers are concerned that their caregiving responsibilities might impact their job performance

Section 7

The Economics of Hybrid Work

Work is about more than earning a paycheck. It also shapes how employees spend their time and money. The average worker now spends nearly £37 every day they go into the office, while nearly one in four workers (24%) are partaking in polyworking - a.k.a. having a side hustle - to supplement their income.

From commuting and office attire to home office expenses and flexible schedules, today's workforce is constantly balancing financial tradeoffs. The findings show how the economics of work continue to influence everyday decisions for both employees and employers.

£37
Hybrid workers say they spend an average of £37 a day at the office, a £10 decrease from £47 in 2025. For those with pets, it's an additional £7 per day when working from the office.
£11
Remote workers spend far less, averaging £11 a day at home, down slightly from £13 last year.
£26
£26 - Daily savings for a hybrid worker when working at home

£26 in-office cost breakdown:

s
£12
Commute
s
£6
Parking
s
£7
Breakfast/Coffee
s
£12
Lunch

24% of workers have additional jobs/side hustles, with 17% having one additional job and 7% two or more.

Have one additional job (17%)
Have more than one additional job (7%)
Don’t have an additional job but plan to start one next year (17%)
Don’t have an additional job but would like one (33%)
Don’t have an additional job and don’t want one (26%)

Gen Z is working overtime, with 1 in 3 (33%) having a side hustle:

0%20%40%10%14%26%33%Gen ZGen ZMillennialsMillennialsGen XGen XBoomersBoomers

Most workers (62%) picked up their side hustle in the past year:

< 3 months ago (12%)
3-6 months ago (27%)
6-12 months ago (23%)
1-2 years ago (18%)
2-5 years ago (13%)
5+ years ago (6%)
As long as they can remember (1%)

Top reasons workers have an additional job:

0%20%40%60%80%100%41%36%30%28%26%26%22%17%Enjoy it as a side project/focusNeed additional income to cover expensesHave extra time to work on what they wantWant additional income, even if they don’t need itEconomic uncertaintyTo help out family/friendsAdditional job is their true passionAI has made it easier to balance multiple jobs

How much money do workers spend on clothing per month for the office?

Nothing (26%)
< £100 (33%)
£100 - £249 (24%)
£250 - £499 (12%)
£500 - £999 (4%)
£1,000+ (1%)

82% of managers spend money monthly on new clothes for the office compared to 52% of individual contributors

82%
Managers
52%
Individual contributors
0%
Half of workers (50%) schedule personal appointments during traditional working hours

53% of managers schedule personal appointments during working hours compared to just 42% of individual contributors.

53%
Managers
42%
Individual contributors
0%
In the last 12 months, 63% of workers have gone into the office to save on home energy bills, with 58% of those workers being millennials.

Section 8

The Future of Work

The workplace continues to evolve, driven by changing leadership styles, emerging technologies, and new employee expectations. Nearly half of workers (42%) say they would be interested in sending an AI avatar to attend a meeting on their behalf, while 66% believe younger leaders — and the next in line — are more supportive of hybrid and remote work than previous generations.

As new workplace behaviours continue to emerge, organisations have an opportunity to rethink flexibility, collaboration, and the employee experience. Taken together, these trends offer a glimpse into what the workplace of tomorrow may look like.

0%
61% of workers are interested in microshifting (working in short, non-linear blocks to manage your workday around parenting, health, energy levels, or your personal productivity)

Microshifting by generation. Of those that said they were interested in microshifting:

Gen Z (22%)
Millennials (59%)
Gen X (17%)
Boomers (2%)

67% of managers are interested in microshifting, versus 48% of individual contributors:

67%
Managers
48%
Individual contributors
0%
66% of workers think younger leaders tend to be more supportive of hybrid or remote work than older leaders

How interested are workers in having an AI avatar to sit in on a meeting for them?

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15%
Very interested
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27%
Interested
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21%
Neutral
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17%
Not very interested
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20%
Not interested at all

Top workplace trends workers are participating in:

0%20%40%60%80%100%38%35%34%30%28%26%Work-to-rule (Performing only the tasks outlined in their job description)Job hugging (Holding their job even when they are unhappy)Career minimalism (Prioritising health, clarity, and sustainability)Billboard days (Choosing in-office days specifically to be seen by leaders/clients)Quiet quitting (Doing only the minimum required tasks)Unbossing (Intentionally dodging management positions to focus on individual career growth)
51%
Career Minimalism: 51% of workers have either participated in this trend or plan to

Office workers are participating in career minimalism more than their counterparts:

Office workers (54%)
Hybrid workers (42%)
Remote workers (4%)
45%
Billboard Days (Choosing office days for visibility): 45% of workers either have participated in this trend or plan to

Managers participate in the billboard days trend far more than individual contributors:

86%
Managers
14%
Individual Contributors
40%
Unbossing: 40% of workers either have participated in this trend or plan to

Unbossing is popular among the younger generations, with almost 1 in 3 Gen Z workers participating in the trend.

0%20%40%10%13%30%31%Gen ZGen ZMillennialsMillennialsGen XGen XBoomersBoomers
42%
Quiet Quitting: 42% of workers either have participated in this trend or plan to

Quiet quitting is also more popular among the younger generations:

0%20%40%13%18%30%36%Gen ZGen ZMillennialsMillennialsGen XGen XBoomersBoomers

Conclusion

Final Thoughts

The workplace of 2026 isn’t defined by where work happens, but by how well it works. Flexibility has become an expectation, AI is reshaping how employees spend their time, and new behaviours are continuing to challenge the traditional workday. As organisations look ahead, the opportunity is no longer simply to support hybrid work, but to make work better across every location, schedule, and experience. The organisations that succeed will be those that give people the flexibility, technology, and support to stay productive, connected, and engaged, wherever work happens.

Reach out to press@owllabs.com with any press inquiries and questions.

Appendix

Background + Demographics

Gender

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Male: 49%
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Female: 51%

Generation

Gen Z [18-29] (20%)
Millennials [30-45] (54%)
Gen X [46-61] (23%)
Boomers [62+] (3%)

Geographic Location

England (88%)
Wales (4%)
Scotland (6%)
Northern Ireland (2%)

Caretaker Role

67%
I have dependent children living at home some or all of the time
33%
I do not have children / my children no longer live at home

Company Size

Small (12%)
Medium (28%)
Large (33%)
Enterprise (27%)

Company Type

Private Sector (69%)
Public Sector (28%)
Third Sector/Non-profit (2%)
Prefer not to say (1%)

Role

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Individual Contributor: 28%
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Manager: 72%

Working Type

In-office (50%)
Hybrid (45%)
Remote (5%)

Salary

0%20%40%60%80%100%2%14%21%16%20%12%14%1%<£20,000£20,001 - £30,000£30,001 - £40,000£40,001 - £50,000£50,001 - £75,000£75,001 - £100,000£100,001+Prefer not to say

About Owl Labs

Owl Labs' award-winning, AI-powered video conferencing solutions create more engaging and inclusive experiences for both remote and in-room participants. Trusted by more than 275,000 organisations worldwide — including 92 of the Fortune 100 — Owl Labs pioneered the 360-degree meeting camera category with its flagship Meeting Owl® product line. Its connected ecosystem of devices and intelligent software helps teams collaborate seamlessly, wherever work happens. To learn more, visit owllabs.co.uk.

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