USA 
United Kingdom
More than 60% of employees would leave their job or accept lower pay for greater flexibility, according to Cisco’s 2025 Global Hybrid Work Study.
In total, 63% of respondents say they would take a pay cut to work remotely more often, and 65% say current return-to-office (RTO) policies have led them to consider a career change.
The risk is especially high among top talent. Some 78% of high performers have considered a career change due to their current work from office policies, says the survey. Those individuals are also more likely to prefer remote work, with 44% of high performers naming it as their ideal arrangement.
This dissatisfaction coincides with stricter office policies, with nearly three quarters (72%) of respondents’ organizations having mandates for working in the office.
Almost half (46%) say those new policies require more time on-site than previous ones. Despite this, 54% say the latest policies offer more flexibility, indicating inconsistent implementation across organizations.s
The impact on retention can be significant, and while 69% of employers have seen retention rates increase as a result of their current policies, it appears to correlate with more balanced or flexible models. Fully flexible and low-mandate environments report the most positive employee sentiment. Only 56% of workers under fully mandated five-day schedules report approval.
Flexible work seen as key to job satisfaction and retention
When asked why they would consider a job change, employees pointed to the link between flexibility and wellbeing, performance, and professional growth.
“83% of employers recognize that the ability to work remotely is important for retention,” says the report. That figure climbs to 88% in India, 86% in Switzerland and the UAE, and 84% in the US.
Cisco’s research shows that employees who have more choice in where and when they work report better mental and emotional wellbeing. “Fully flexible arrangements deliver the most beneficial impacts on mental, physical, social and emotional wellbeing.”
The 2026 Employee Engagement Impact Report
Terryberry surveyed 1,000 full-time U.S. employees to understand how engagement programs affect retention, motivation, and performance—and what separates effective programs from those that fall short.
Our employee engagement survey report found:
- 91% of employees agree that their workplace engagement programs would be more effective if they were better connected.
- 70% of employees with well-connected workplace engagement programs say those programs have significantly influenced them to stay at their job.
- Remote employees are nearly 20% less likely than hybrid and in-office employees to say their organization’s engagement programs work well together.
- 59% of employees experience at least one obstacle to participating in workplace engagement programs.
The report breaks down key findings across industries and work environments, with practical takeaways to help HR leaders strengthen program participation and maximize the impact of their engagement initiatives.
Policy rigidity can also generate workplace dissent. Some 51% of respondents say they have felt pressured to join with other employees in complaining about their organization’s policy for working from the office. High performers in particular are more likely to voice frustration, with 68% saying their organization hasn’t shown enough empathy in its policies.
The gap between policy intent and employee perception is also significant. Only 36% of employees say return-to-office policies have been communicated well. Just 21% of employees say there was a high level of consultation in developing those policies.
Career growth depends on presence, but flexibility still valued
While workers seek flexibility, they acknowledge the value of office time for career advancement, with 86% saying it is very important for long-term career progression to regularly work in the office, and 76% saying being present has helped them progress faster.
Still, employees want autonomy. While 81% of employers believe there is a direct relationship between frequent and consistent attendance in the office and career advancement, rigid schedules may be counterproductive for retaining talent.
Cisco’s findings serve as a clear warning to HR leaders that one-size-fits-all mandates could drive attrition, especially among top-performing employees.
