As hybrid work transitions from experimental to mainstream, many HR leaders find themselves at the center of a new style of working.

Cisco’s Global Hybrid Work Study 2025, encompassing over 21,000 employees and employers across 21 countries, reveals both the challenges organizations face and a clear path forward—one that Kelly Jones, Cisco’s chief people officer, believes hinges on intentionality, technology and trust.

“As organizations continue to navigate hybrid work, it’s clear that one size does not fit all,” Jones explains. Her perspective offers a blueprint for HR leaders grappling with similar challenges.

What high performers want

Jones’ insights align with one of the study’s key findings: Top contributors demand access to remote work. Half of the leading performers work at organizations requiring fewer than three days in the office, and 63% would accept a pay cut for more remote flexibility.

“High performers thrive when they have the autonomy to choose the work environment that best suits their needs,” Jones notes, “whether it’s remote for focus and productivity or in-office for collaboration, mentorship and innovation.”

For HR leaders, this means moving beyond blanket policies to create what Jones calls “intentional in-office experiences”—designing compelling reasons for employees to choose the office when it serves their work best.

Two-thirds of employers reported increased retention rates as a result of their hybrid policies, with an average increase of 34%. Notably, employers with mandated set days achieved the highest retention rates, with one-day-per-week mandates showing a 41% increase, demonstrating that significant flexibility is important.

Embrace genuine communication

The study reveals troubling disconnects: While nearly half of employers believe they communicated return-to-office policies well, only 36% of employees agree.

Even more concerning, 46% of employers think they consulted employees in planning, but just 21% of workers feel they were heard.

Jones addresses this directly in her vision for closing “the trust gap between employers and employees,” requiring leaders to “embrace thoughtful approaches” that prioritize genuine consultation over top-down mandates.

The study suggests that technology can be useful in filling the space between what employees want and what employers offer. While 93% of employers and 90% of employees recognize collaboration technology as essential, only half of employees feel equipped with consistent tools across locations. Jones advocates for “transformative technologies” that not only support hybrid work but also enhance it.

Read more: IBM and Oracle report finds CHROs can shape the future of work

Does hybrid work support wellbeing?

With 40% of in-office meetings now including remote participants, according to the report, Jones suggests that HR leaders work to help “design workspaces that inspire creativity and connection.” This means the office can become a hybrid-first environment rather than a traditional space trying to accommodate remote workers.

The shift from traditional office layouts to hybrid-focused environments can have an impact on worker wellness. As Jones points out, wellbeing is closely linked to organizational success when workspaces are designed to encourage collaboration and flexibility. She says this can reduce stress, boost engagement and strengthen a sense of belonging.

The study supports this, showing that flexible hybrid policies are strongly associated with better mental, physical, social and emotional health. Fully flexible arrangements, in particular, offer the most substantial benefits across all areas of wellbeing.

Also telling: Sixty-eight percent of high performers feel their organizations haven’t shown enough empathy in work-from-office policies. “Getting hybrid work right unlocks the full potential of our people and builds a more inclusive, productive way of working,” Jones notes.

“What your people need today may look totally different in five years,” the study notes. Jones matches this forward-looking perspective, saying organizations must “constantly plan for the future to stay ahead in attracting and keeping the best talent.”