The Great Office Divide: Why Younger Workers Are Flocking Back While Veterans Stay Home

Younger employees are returning to the office in growing numbers, while mid and late-career professionals continue to scale back their commutes, according to data from Virgin Media O2.

The telecom provider’s analysis of anonymised mobile activity revealed that weekday trips among 18 to 24 year olds increased by 8 per cent between April and June 2025 compared to the same period in 2024, signalling a renewed appetite for office life among those early on in their careers.

In contrast, mid-career groups were the most likely to embrace hybrid routines. Commuting among 25 to 34 year olds fell by 10 per cent year on year, while the 35 to 44 age group dropped by 5 per cent.

Older workers also continued to step back. Those aged 45 to 54 commuted 5 per cent less than last year, while employees over 65 recorded a further 5 per cent fall, reflecting a slow but steady retreat from regular office travel.

Virgin Media O2 described the trend as “the great office divide”, highlighting how career stage rather than company policy is increasingly shaping commuting patterns.

“While younger workers are increasing their trips to the office, the trend across other age groups shows Brits are embracing hybrid routines,” said Jeanie York, chief technology officer at Virgin Media O2.

Gemma Dale, senior lecturer at Liverpool John Moores University, explained it’s difficult to pin down the exact reason for the office divide. “What we can’t know is why this is – it could be that mid or late career professionals are working less or working from home more,” she said. “Remote or hybrid work opportunities may well play some part in this change, but other factors could be at play too”.

Generational motivations

One such factor, according to Dr Daniel Glazer, a clinical psychologist, is that older workers, having built up experience, credibility and networks, “no longer feel the same urgency to prove themselves through visibility”.

“Motivation is driven by autonomy and balance – for many, the commute is no longer an investment but a tax,” he added.

Glazer links this to a desire to preserve energy and prioritise health in the run-up to retirement.

By contrast, younger employees continue to treat the office as an investment in their future. “[Especially for] those early on in their careers, the office represents the arena where identity is shaped, reputations are built, and networks are forged”, said Glazer.

Additional research supports the idea that hybrid work affects different generations in different ways. More than half (52 per cent) of under 35s say hybrid working makes them feel less connected to their organisation, compared with just a quarter (25 per cent) of over 55s, according to a study of 1,000 employees by HR tech provider IRIS Software Group.

The study also revealed differing perceptions of hybrid work as a benefit. Only 9 per cent of 18-24-year-olds viewed hybrid policies as a top workplace perk, compared with 22 per cent of 45-55-year-olds.

Advita Patel, communications and inclusion strategist and founder of CommsRebel, emphasised that office presence provides valuable learning and mentoring. “Many younger workers want to build connections, learn through osmosis, and feel part of the culture, which is harder to do remotely," Patel said.

Avoiding proximity bias

Although such benefits may favour younger employees, Patel warned that employers must guard against “proximity bias” – rewarding those who are physically present over those working remotely or flexibly.

“If younger staff are advantaged because they’re visible, while older staff are penalised, you risk deepening inequities,” she said.

Glazer agreed, noting that hybrid models should reflect differing motivations across different life stages. “A psychologically astute strategy would acknowledge that workers at different stages are motivated by different currencies,” he said.

“The challenge is designing hybrid models that give younger staff access to mentoring and visibility, without punishing older employees who prefer autonomy,” Glazer added.

What should employers do next?

As generational preferences continue to differ, Jessica Silva, founder of The Restless, a coaching and life director platform, advised organisations to be clear about what is essential for smooth operations.

“Communication is key,” she said. “If you have a mixture of in office and work from home staff, be clear on what communication is expected on both sides, how often and in what form.”

Building on this, Patel said strong leadership is essential in managing hybrid arrangements. “Leaders need to be confident in setting expectations and making decisions around hybrid work that balance fairness with business needs,” she added.