Being able to work from home improves inclusion

Parents, carers and people with disabilities benefit significantly from the flexibility to manage responsibilities while maintaining productivity.

Recent research shows flexible working practices are importantfor neurodivergent employees. This includes those with autism and attention-deficit hyperactivity disorder (ADHD).

Neurodivergent workers make up a significant percentage of the Australian workforce: 12% in 2024. And in the United States, 20% of adults have a learning or attention issue.

For neurodivergent employees, working at home gives much-needed sensory control and routine flexibility. This includesadjusting lighting to reduce overwhelm, controlling noise levels and taking breaks when needed. It also allows avoiding the social exhaustion that constant office interactions can create.

Loneliness is also a workplace issue

Loneliness is a significant concern among both remote and on-site workers.

A survey of 7,500 American workers found over half feel lonely. Some 36% of lonely workers were more likely to seek a job somewhere else, compared with 20% of workers who were not lonely. Additionally, 42% of lonely workers reported being disengaged. This is twice as many as among surveyed workers who were not lonely.

Earlier research from 2024 found one in five workers globally experienced loneliness a lot in the previous day.

Loneliness is particularly pronounced among younger workers, with 46% of those aged 18–24 feeling left out.

Loneliness impacts business performance as well individuals. Workplace loneliness leads to decreased engagement, reduced commitment, and increased turnover.

Managers can address workplace loneliness by fostering a culture of wellbeing, creating opportunities to build relationships, increasing support and practising inclusive decision-making.

How can employers help anxious staff return to the office?

Know that workers may feel anxious about returning to offices, so allow them to ease back in. Gradual transitions prove more effective than abrupt changes, perhaps starting with one day weekly before building up.

Preparation is essential to support a diverse workforce. This should include clear communication about hybrid expectations, flexibility where possible, and recognition that transitions take time.

Attention to the physical work environment is vital. Creating inclusive office environments means considering lighting, noise levels and providing spaces where employees can work without visual and auditory distraction.

Regular check-ins with returning staff, openness to feedback and maintaining flexibility around working arrangements can significantly ease transitions.

Finally, keep in mind that forced returns can backfire, creating more anxiety rather than engagement.

Set policies that allow employees to thrive

The evidence highlights that no approach works for everyone. Some people genuinely thrive in collaborative office environments, while others do their best work from home.

A large body of research shows a majority of workers benefit from hybrid models that maximise both collaboration and individual productivity, while supporting diverse working styles.

Organisations need to adopt both evidenced-based practice and individual flexibility to get the best from their workforce. Success depends on recognising that workplace anxiety, loneliness and productivity are complex issues requiring individualised approaches.

Whether you’re an employee worried about office returns, or a manager supporting your team, focus on creating environments where everyone can contribute effectively, while maintaining wellbeing.

As this workplace evolution continues, the most successful organisations will be those that remain flexible, listen to diverse employee needs, and adapt based on evidence rather than personal preferences or assumptions about what is most effective.