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work life in 2035

  • Puzzle Partners
  • 2 days ago
  • 8 min read


As cliched as it sounds, change is constant, and the world of workplace is no exception. We are seeing rapid evolution shaped by technological advances and changing social expectations. Here, we use our crystal ball to fast forward to 2035 and explore what working life might look like ten years in the future.


Firstly, it is worthwhile reflecting briefly on the past, and considering how radically and rapidly the workplace has evolved, especially considering this is happening at a pace that is gathering momentum, not slowing down.


For example, 20 years ago you would have been attending the office in-person 5 days a week to work your 40 hours, probably sitting in a cubicle with high partitions and at a large L-shaped workstation (to house the oversized CRT monitor). Email and mobile phones were still quite new, and your organisation may well be using fax machines to send messages.  You would certainly have a tethered phone on your desk. Floppy disks were still common and 1MB was considered a lot of data! You would also have files and paper records (probably a lot) in and around your work zone.


We don’t need to look very far back into the past, to see many aspects of our current working life that were non-existent or just emerging into mainstream. Take for example, Teams, Zoom, cloud computing, desk booking, smart lockers, laptops as the norm for all staff, smart phones and wireless ear buds. End-of-trip facilities, wellness facilities and a focus on work-life balance were a long way from mainstream only ten years ago.


So, with a (potentially large!) margin of error, we review how the typical working life might look like ten years into the future.



the death of 9-to-5 and the 40 hour week


The traditional 9-to-5, five-day workweek is already a relic of the past. With the rise of flexible working arrangements, we could see a shift towards a four-day workweek, or even shorter, depending on industry and role. For example, companies like Microsoft Japan have already experimented with a four-day work week and reported a 40% increase in productivity. New Zealand's Perpetual Guardian trialed a four-day workweek and found that employees were more engaged and less stressed.


Research, especially at a local level is only starting to emerge. In 2023, Swinburne University of Technology studied 10 small to medium private sector organisations who had employed the 100:80:100 model, in which employees keep 100% of what they were paid for five days while working 80% of their former hours – so long as they maintain 100% productivity. Three of the organisations reported no loss in productivity, while seven reported an increase. Following the study, four of the companies have adopted a four-day work week permanently, while the other six have extended the trial. Other notable findings were that staff took fewer sick days, and employee retention and recruitment was improved.


The four-day work week is gaining traction, but its longevity will depend on its effectiveness in maintaining productivity and employee satisfaction. It's possible that some sectors might experiment with three-day workweeks, especially if automation and AI significantly reduce the need for human labour.


While we don’t see a shorter work week becoming the norm quickly, ten years is a long time, and if continuing research indicates that productivity is maintained or improved, at the same time as providing large gains in well-being, it would seem probable that we will be working shorter weeks.


hybrid work environments


The future of work is likely to be dominated by hybrid working. While some roles require physical presence, most employees will have the flexibility (at least some of the time) to work from anywhere, leveraging advanced communication tools and technologies. Companies like Atlassian have already adopted permanent remote work policies.


The current Australian picture as documented by the Australian HR Institute shows that over 90% of employers have a hybrid working model in place. Some commentators have suggested that a tightening in the employment market may swing power back to the employer who will then mandate greater in-office attendance. However, there are a range of factors at play that suggest hybrid will be the dominant way of working in 2035. These include:


1.  Physical Real Estate Capacity

Many organisations have already downsized their real estate footprint and physically can no longer fit their entire staff in the office at any given time. Hence, even if there was a desire for all staff to return to the office full time, for many organisations that would require a review of their real estate portfolio.


This is further compounded by the fact that there has been a notable increase in the diversity of work settings introduced in fitouts to accommodate a wider range of activities including collaboration, virtual meetings, breakout and lounge spaces, and focus zones.


In the past, when desk count was king and were assigned to individuals, it was easy to calculate how many the office could accommodate. If you had 100 staff, you needed 100 desks... simple!


But now, for 100 staff, the office could well be made up of 35 (non-assigned) desks, 3 collaboration benches, 4 meeting booths and 6 phone booths, a breakout zone with seating for 20, etc. How many does that accommodate (comfortably)? And that can’t be measured without understanding the tasks that users want to undertake while in the office.


This increase in the variety of settings makes it more difficult to achieve full utilisation, or have staff able and willing to work in a non-optimal setting. For example, if all 35 desks were being used, a 36th person could go and work in the cafe, and technically there are sufficient “seats” but perhaps not optimised for the task at hand.


2.  Productivity Not Affected or Improved

While the jury is still somewhat out, there is no credible evidence emerging that productivity is negatively affected by hybrid working. In fact, the most reliable studies are pointing toward equivalence or an increase in productivity.


For example, a recent study, published in the journal Nature, of an experiment on more than 1,600 workers at Trip.com – one of the world’s largest online travel agencies – Stanford economist Nick Bloom found that employees working from home for two days a week were just as productive and as likely to be promoted as their fully office-based peers. As well, resignations fell by 33% among workers who shifted from working full-time in the office to a hybrid schedule.


The Australian Human Resource Institute (AHRI) 2025 report also backs up these findings from the perception of employers. 73% of employers from a sample of nearly 1000 organisations reported that the effects of hybrid working on productivity were equivalent or more productive.




3.  Employee Preference

One point that is resoundingly clear and consistent across all studies is that employees value flexibility.


The Melbourne Institute: Applied Economic & Social Research TTPN survey (Taking the Pulse of the Nation) in June 2023 shows that nearly 94% of Australian workers would like to work from home at least partially and 30% would prefer fully remote. And it is not just employees that think hybrid is here to stay. The AHRI 2025 study found 82% of employers expect that the prevalence of hybrid working will remain the same or increase, while only 14% predict that it will decline.


4.  Improved HR Outcomes

Closely linked to point 3 above, are the benefits to the organisation that hybrid working models provide, including improved attraction and retention, and higher levels of staff engagement.


A poll of more than 4,300 Yahoo Finance readers found 59 per cent would quit their jobs if they were forced back into the office.


ADP’s 2022 survey ‘People at Work: A Global Workforce View’ found employees in the Asia-Pacific region had embraced remote working to the extent almost two-thirds would consider changing jobs if they were forced to return to the workplace full time. Younger workers were most resistant with 71 per cent of 18–24 year-olds indicating they would look elsewhere.


Based on these four factors; the physical space limitations of many offices, the retention of productivity, the preference of employees, and improved HR outcomes, our crystal ball says hybrid working is here to stay for the long term. Should organisations have a desire to move back to a non-hybrid model, this will require a long-term strategic approach (likely including significant Capex and Opex implications). It is hard to see the business case for this stacking up.


will you have your own desk?


The short answer is probably no! The majority of us are already operating in a non-assigned environment – 58% globally according to recent Leesman research.


This research polling over 400,000 employees shows a steady increase in non-assigned desking. While this trend has accelerated post-Covid, it is notable that it was already well established prior.


Interestingly, the Leesman score of the desirability of workplaces (Lmi) is virtually identical between assigned and non-assigned workplaces at 69.6 vs 68.2 respectively. Further, the desirability of non-assigned spaces increases to 72.8 where sufficient variety of work settings is introduced.


On the basis that non-assigned seating models help to drive efficient space utilisation from an organisational perspective, and are also positively received by employees when done well, it would seem almost certain the prevalence of non-assigned desking will continue to increase in future. 


impact of ai and technology


AI will play a crucial role in automating routine tasks, allowing employees to focus on more strategic and creative work. AI-driven analytics will also provide insights to optimise workflows and enhance productivity. For example, AI tools are already helping users improve their writing and transcribe meetings.


Emerging technologies like virtual meeting holograms and screen-anywhere goggles could revolutionise how we interact and collaborate. The need for physical desks will likely diminish as these technologies become more prevalent. The traditional keyboard and mouse setup could be replaced by more intuitive interfaces, such as voice commands and gesture controls.


Microsoft's HoloLens and Apple’s Vision Pro, while currently mothballed, were looking to pave the way for mixed reality in the workplace. Through a headset, a seamless experience would be created with holographic images, immersive sound and user controls activated through a range of inputs including eye movement. While this may seem far-fetched in terms of a “quality” experience, think back to how we listened to music not that long ago! A Walkman with a tape cassette or CD and wired external headphones vs earbuds blue toothed off any device!


As these tools develop, we will become even less tethered to the office, potentially even for collaborative activities, providing the experience can be made to mimic IRL experience sufficiently.


AI and technological advancements will provide greater personalisation in all aspects of our lives, including the workplace. This is already evident in our social media feeds, but will expand into our working lives where user experience will be tailored with optimised training programs, career advancement guidance, health and wellness plans, time and task management, team co-ordination and resource allocation.


gen-z in management


To throw another curveball into the equation, Gen Z are progressively entering management positions and bring with them a fresh perspective that will continue to drive evolution in the ways we work. Typical characteristics of Gen Z are:


  1. Digital Natives: Gen Z has grown up with technology and is highly proficient with digital tools and platforms. This fluency makes them adept at navigating and leveraging technology to enhance productivity and innovation.

  2. Value Work-Life Balance: Unlike previous generations, Gen Z places a strong emphasis on work-life balance. They seek flexible work arrangements and prioritise personal well-being alongside professional commitments.

  3. Diversity and Inclusion: Gen Z is the most ethnically and racially diverse generation. They value inclusivity and are more likely to support workplaces that promote diversity and social justice.

  4. Purpose-Driven: This generation is highly conscious of social and environmental issues. They prefer to work for companies that align with their values and contribute positively to society.

  5. Collaborative and Innovative: Gen Z thrives in collaborative environments and is known for their creativity and problem-solving skills. They bring new ideas and approaches to the table, often driving innovation within organisations.


The progression of Gen Z into senior roles will only accelerate the move to more flexible, purpose driven and technology enabled workplaces. And that’s just Gen Z. By 2035, Gen Alpha will be starting to enter the workforce... what will they bring with them?


key takeaways


  • Change is inevitable in the workplace, influenced by rapidly advancing technology and social expectations.

  • The traditional 9-to-5 workweek is dead, with a trend already emerging towards four-day work weeks that enhance productivity and employee satisfaction.

  • Hybrid work environments are the current standard and will likely endure into the future due to productivity maintenance, employee preference, improved HR outcomes, and space limitations.

  • AI and technology will automate routine tasks, allowing for more strategic work and innovation. Augmented reality may finally deliver an equitable experience in virtual meetings.

  • Gen Z, now entering management roles, will advocate for flexible, purpose-driven workplaces that prioritise work-life balance, diversity, and inclusivity.

  • The future workplace will evolve into more personalised, technology-enabled environments.

 
 
 

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