After years of heightened flexibility and remote arrangements, Kiwi workplaces are shifting gears once again, moving towards a return to more in-office work. As workplaces reassess remote, hybrid, and in-office models, they must carefully consider the implications for productivity, the context for each arrangement, and their rationale for change.
It wasn’t long ago that ‘We’re hiring!’ signs were all over your local town, commercial entrances and social media feeds. It was everywhere. Competition for talent was fierce. Companies couldn’t meet demand without the skills and resources needed to keep operations moving.
Kiwi workplaces have come through an enormously competitive period over the last 3-5 years, particularly in the hunt for talent, and the subsequent retention.
Flexibility emerged as the top benefit employees sought (and still seek!), supported by data from the 2025 Scitex Workforce Report and numerous other studies. The pandemic accelerated the shift toward remote work, raising the expectations around flexible work arrangements significantly. Companies adapted quickly to these changes, primarily to attract top talent and retain their existing workforce.
But now companies are looking ahead into 2026, thinking ahead to a new working future – how do we continue to improve and grow – where do we get an extra squeeze in productivity and growth from? Is the in-office vs remote work debate a significant opportunity? Or is it just a tweak to our hybrid arrangement?
At a recent conference, having presented data on a wide range of topics including Flexible working trends, discussions with those leading companies who were trying to get their head around ‘where to next’ centred around:
What is the right balance between working from home, and working on site? What is the norm these days? What’s the trend? What’s right for our team?
But here is the big question – how do we rationalise our decision [to ask staff to spend more time in the office]?
In theory, there are lots of reasons for getting the team together in office:
It’s easier to collaborate, problem solve and innovate.
We benefit from faster decision-making and hallway chats can move (minor) alignment along without formal meetings.
Time together reinforces our values, and deepens team bonds.
On-the-job learning – especially for early-career employees – is simpler and more effective when we are in the same location. Leaders and Managers can more easily provide guidance in real time (based on more context).
Other support (such as IT) can be resolved more easily.
And of course, there are also times when working remotely makes sense, doesn’t hinder the business, and allows team members to enjoy the fruits of their number one benefit – flexibility. Here is where working remotely seems to work:
Mature or experienced teams, with deep skillsets, where less mentoring and coaching is required who are well versed in their role and processes.
Teams with strong history succeeding together, and relationships – where its easier to connect and collaborate virtually. They also already understand the company culture – what makes the place tick.
Roles or organisations where deep and focused (individualistic) work takes place.
Digitally enabled functions or roles that are online most of the day, collaborating digitally (whether based at home, or the office).
Jobs where performance is measured by results or deliverables, rather than visibility.
And let’s not forget Hybrid – part in office, part remote – combining the benefits of both. This is where the bulk of New Zealand organisations sit currently, often working 3-4 days (each week) in office together, and the remainder remote.
The IMF reported hybrid work typically has a neutral net productivity impact – gains from quieter homes and fewer commutes balanced by weaker collaboration – but delivers macroeconomic benefits like reduced congestion and better global talent matching.
At Scitex, we have chosen a hybrid model. Our approach balances the clear productivity benefits of collaborative, in-office days with the employee wellbeing and retention advantages that come with remote flexibility; we are together (on site) at minimum on Tuesdays and Thursdays – that works for our current operation and team.
So, it seems there isn’t a one size fits all, there is no black and white answer or data point that justifies your decision, either way.
The answer to the question depends on you.
What type of work needs to be done?
How does presence affect performance?
How are we measuring success?
What culture are we building?
What do our people want?
What risks (i.e. resignations) could arise if the status quo were altered (are those risks worth the potential upside delivered elsewhere)?
Introducing Scitex Heatmap
We are kicking off a new survey series that allow us to dive deeper into specific topics: The Scitex Heatmap. The first is a dive into Working from Home: the trends around this, what’s being offered and what’s important.
We’ll be sure to share a summary of the key insights in the coming months, throughout our community.
This survey should only take 2 minutes – thanks for your time.