The Hybrid Generation: How the tech generation is leading the way for the UK’s future of work
As the world grappled with Covid-19, a new way of working emerged. Remote quickly became the norm for millions, particularly for those in desk-based roles who discovered they could be productive from anywhere with Wi-Fi. Some predicted the beginning of the end for the traditional office.
More than five years later, the picture is far more nuanced. While remote work has firmly established itself across various industries, the anticipated mass office exodus has not fully come to pass. Instead, we’ve entered a more complex phase; one where hybrid models, flexibility, and employee well-being sit at the heart of how organisations are rethinking the future of work.
This transformation is being shaped in part by the rise of the ‘hybrid generation’, those who began their careers during or shortly after the pandemic, a term coined in BSI and ResPublica’s Global Workforce Entrance Study. Many of those recent starters, especially those in sectors able to accommodate it, have never experienced a traditional fully on-site working environment – with significant implications for how they work, relate to colleagues or build their careers.
How the global tech sector is setting the pace
During Covid-19, the global technology sector was uniquely equipped to pivot to remote work at speed, with the infrastructure and digital tools already in place. The experience then is shaping attitudes now; BSI’s research found tech career starters had strong views about working life. Globally, tech’s youngest employees are clear what they want - and it starts with fair reward and flexibility. 71% believe roles requiring full-time, on-site presence should be paid more, outpacing the global average of 64%. In addition, 76% think these roles should offer alternative forms of flexibilities such as condensed hours or part-time arrangements (compared with 71% globally). This reflects strong sentiment in the tech sector that if employees are being asked to come into the workplace, they expect meaningful compensation and flexibility in return.
Tech career starters also show stronger preferences for hybrid models. Nearly half (47%) of global said hybrid is their preferred working structure, above the global average of 37%. Furthermore, 20% prefer fully remote roles, reflecting a sector fully adapted to flexible working set ups.
In terms of career motivators, tech career starters are prioritising their wellbeing, development, and security, in alignment with broader global patterns. Work-life balance is the top driver for 52% of global tech workers, compared to nearly half (49%) globally. Job stability (42%) and financial incentives (38%) comprise the top three, underscoring a shift away from purely financial motivations towards a more values-based career path.
Well-being and social connection in a digital-first world
Notably, 70% of tech sector career starters say their mental health is positively impacted by hybrid work, compared to 57% generally. In a similar vein, nearly a quarter (24%) say social anxiety would impact their decision to take a fully on-site job. Yet social connection also continues to play a defining role as over three-quarters of tech career starters say they made friends in their first job, and 60% say they engage in social activities with colleagues at least once a month compared to 48% globally. Even among tech’s hybrid generation , there is still a powerful desire for connection, which employers would be wise to consider.
A flexible future of work
While some organisations continue to push for a return to the office the data is clear, in the tech sector, at least, there’s no going back to 2020. And why would employers want to? Hybrid models offer a strategic advantage by widening access to talent, including those who may face geographic, health or neurodiversity-related barriers to traditional roles. For tech employers, hybrid isn't just a benefit but something that will be key to the industry’s evolution. The challenge for employers is no longer whether to embrace hybrid, but to do so in a way that helps both organisations and individuals to thrive.
Employers can start by creating a consistent culture of trust. That means treating employees of all stages with respect, communicating clearly, and building positive environments in which career starters feel supported and seen. Based on our research, this cohort is asking for opportunities to develop, and leaders who genuinely listen. Tech leaders who consult with their workforce and adapt to evolving needs, rather than relying on outdated assumptions, will be best positioned to attract and retain emerging talent in the undeniably competitive tech market.
This includes striking a smart balance between digital and physical workspaces. Where in-person presence is required, companies must articulate the value of that time and offset demands with flexibility and support. Where hybrid is viable, workplaces must evolve to become connection hubs.
A strong hybrid culture also hinges on providing the right tools and technology. Employees need access to secure, professional-grade devices, collaboration platforms, and digital training. This is important, not just to enable employees to perform their roles but to feel included and equipped wherever they are.
Equally, and unsurprisingly, tech professionals are at the vanguard, embracing AI and emerging technologies (44% of tech career starters say they’ve already used AI at work, and 34% are excited about its impact on their career). Supporting this enthusiasm through investment in digital infrastructure and continuous learning will be key to building the future workforce.
Five years on, early career starters in tech display a strong and consistent preference for hybrid work models that offer flexibility without sacrificing connection, culture, or opportunity. Today’s tech career starters are ambitious, engaged and clear about what they value: flexibility, fair reward, purpose, development, and connection. They are ready to contribute – especially within environments that support their wellbeing and growth.
Employers who seize the opportunity by embracing hybrid models, equipping teams with the right tools, and fostering inclusive, trust-based cultures will be rewarded with stronger, healthier, and more resilient teams.
Authors
Kate Field
Kate Field, Global Head Human and Social Sustainability, BSI. Kate is an award-winning thought leader, author and keynote speaker covering all aspects of human and social sustainability. With over 20 years’ experience across all sectors, from Regulator to consultant, Kate leads BSI’s global strategy for creating human-centric workplaces and communities.