As political debate over workplace flexibility intensifies ahead of the May federal election, new research from UNSW suggests that remote and hybrid work have already taken permanent hold in Australia’s workforce.
Opposition Leader Peter Dutton has proposed a full-time office return for public servants, aligning the Coalition with a more traditional view of work. However, data suggests this stance may be out of step with how Australians now operate.
Manju Ahuja, Scientia professor at the UNSW Business School, said the move to remote work during the COVID-19 pandemic marked a lasting change in workplace culture. Before the pandemic, only 13% of Australians worked remotely. That figure surged to 37% during lockdowns and has since remained steady—signalling what Ahuja describes as a structural shift in how work is organised across the country.
“COVID is no longer the factor it was, but that’s where the number has stayed. I think that is going to continue, and we’re going to see a whole continuum of work models, from full-time office all the way to full-time remote,” Ahuja said. Despite this shift, many managers remain wary. Ahuja pointed to ongoing discomfort around visibility and supervision.
“My sense is that it’s very hard to manage remote workers; you can’t manage what you don’t see. It’s an uneasy position for managers not to know who’s working, when, whether the work’s getting done, what the processes are, if people are being good citizens, and so on.”
Lack of in-person contact can also affect mental health and team cohesion. Remote work may leave some employees isolated, while also making it harder for managers to spot when staff are struggling. However, Ahuja noted that for others, particularly those with sensory sensitivities or long commutes, remote work has reduced stress and improved wellbeing.
There are broader equity concerns as well. Ahuja cited research showing 63% of C-suite executives observed more women leaving jobs due to return-to-office mandates: “It just forces women to a greater extent to choose between career growth and personal responsibilities. That has already happened and will likely continue to happen as people go back.”
Ultimately, Ahuja said the social aspects of work will play a key role in determining whether employees return to the office.
“Work is more than just getting things done; it’s more than just tasks. It’s also about friendships, community, and a sense of belonging and identity. If we want people to come back, that’s what will bring them back.”
