Learnings from our 5-year research report

The future of work is no longer defined by a simple choice between home and the office. Davenport Campbell’s Future of Work research shows that the next generation wants workplaces with clearer purpose, stronger social connection and better support for the way people actually work.

Conducted in collaboration with UNSW, the longitudinal research explores how expectations of the physical workplace have changed between 2019 and 2025. The findings suggest that the office still has enduring value, but only when it gives people a clear reason to be there.

“The workplace still matters, but we need to understand why it matters for the next generation. It is the people elements - learning, connection and belonging - that are much harder to recreate from home.”

— Sean Willcock, Director, Workplace Strategy and Design, Davenport Campbell

top findings from Davenport Campbell’s Future of Work report

The top findings from the report are that hybrid work has become normal, social connection remains central to workplace value, comfort directly influences how people perform, and employees increasingly expect workplaces to reflect real organisational values.

The report also shows that younger workers do not reject the office. They reject unclear expectations, poor workplace experiences and spaces that do not support meaningful work.

• 1. Hybrid work is standard

  Hybrid work is no longer an emerging trend; it is now part of how many organisations operate. This changes the role of the office. It now needs to offer something useful that people cannot easily get at home, including collaboration, mentoring, team connection, cultural learning, client engagement and access to shared energy.

• 2. The workplace needs a clear purpose

  One of the strongest messages from the report is that presence alone is not enough. Employees want to know why they are being asked to come in. Is the office there to support focused work, team connection, learning, innovation, client work or culture-building? When the reason is unclear, attendance can feel like a box-ticking exercise. When the reason is clear, the workplace becomes a practical tool that supports people and business outcomes.

• 3. Social connection remains essential

  The physical workplace remains important in building relationships, confidence and belonging. This is particularly important for younger employees who rely on face-to-face interaction to learn through observation, asking questions, building networks and understanding how work happens.

  The report also points to an important distinction: presence only has value when the right people are present. Younger workers are more likely to see the office as worthwhile when it gives them access to colleagues, leaders and mentors who can help them learn and grow.

• 4. Comfort affects performance

  The report highlights comfort as a key condition for people to thrive at work.

  People need spaces that are easy to use, support different types of work and help them feel safe, included and able to contribute. This includes physical comfort, functional comfort and psychological comfort.

  When the workplace is uncomfortable or difficult to use, it can become a source of friction. When it works well, it can improve engagement, collaboration and performance.

• 5. Employees expect authenticity from the workplace

  A workplace can signal how much an organisation values its people, its culture and its commitments. Sustainability, wellbeing and inclusion are increasingly seen as baseline expectations rather than optional extras.

  Employees are looking for visible evidence that workplace decisions align with organisational values. Generic or poorly considered spaces can weaken trust, while thoughtful workplaces can strengthen it.

• 6. Flexible frameworks work better than rigid rules

  The report points to the need for clearer workplace frameworks rather than blanket rules.

  Modern work is too varied for simple office mandates. People need guidance on when to come together, what work is best done in the office and how the workplace should be used. This requires trust, accountability and clarity. The most effective organisations will be those that give teams enough structure to understand the purpose of the office, while allowing people enough autonomy to use the workplace in ways that support their work.

Why does the physical workplace still matter?

The physical workplace still matters because it supports parts of work that are harder to build remotely, including trust, shared learning, problem-solving, culture and connection.

However, the value of the office is no longer automatic. It should have a defined role in how the organisation works, grows and brings people together. That means designing the workplace around the behaviours the business wants to support, such as collaboration, mentoring, focus, client engagement or team connection. When that role is clear, the workplace becomes a useful tool for improving how people work together.

Download the full Future of Work report

Davenport Campbell’s Future of Work report provides a deeper look at how workplace expectations are changing and what the next generation wants from the office.

Download the full report to explore the findings in detail and understand how organisations can create workplaces with clearer purpose, stronger connection and lasting value.