The global workplace is undergoing a profound transformation. In the years following the COVID-19 pandemic, companies across industries have been forced to reconsider long-standing assumptions about productivity, office culture, and the relationship between employees and physical workplaces. One of the most visible outcomes of this shift has been the rapid expansion of hybrid work, a model that combines remote work with periodic in-person collaboration. And hybrid work is the preferred model of Colombia’s Generation Z.
A recent study conducted by the flexible workspace company WeWork, together with the global recruitment consultancy Michael Page, highlights how this transformation is taking shape across Latin America. According to the research, 48% of surveyed employees in the region currently work under a fully in-person arrangement.
However, the report also reveals that this traditional model is gradually losing relevance as younger generations enter the workforce and bring with them new expectations about how work should be organized.
The findings point particularly to the influence of Generation Z, those born roughly between the late 1990s and the early 2010s. As the youngest generation entering the labor market, Generation Z has grown up in a world defined by smartphones, digital platforms, and constant connectivity. These experiences have shaped how its members view employment, productivity, and the role that work should play in everyday life.
For many young professionals today, the office is no longer perceived as the central hub of professional activity. Instead, hybrid work models are increasingly viewed as a more balanced and efficient way to combine professional responsibilities with personal well-being. The shift reflects a broader generational transformation that is redefining how organizations think about work itself.
The pandemic accelerated a structural shift in work culture
Although discussions about remote work had been circulating for years, the COVID-19 pandemic accelerated the transition at a pace few organizations had anticipated. As governments implemented lockdowns and social distancing measures across the world, millions of employees were suddenly forced to work from home.
For companies that had long relied on traditional office routines, the abrupt shift presented a major operational challenge. Yet the experience also revealed something unexpected, as many employees could remain productive without being physically present in the workplace.
Video conferencing platforms, collaborative software, and cloud-based systems quickly became the backbone of daily operations. Meetings moved online, project management tools replaced physical whiteboards, and digital communication channels allowed teams to coordinate their work from different locations.
What initially emerged as an emergency response soon evolved into a large-scale experiment in workplace flexibility. Organizations discovered that productivity did not necessarily depend on employees spending long hours inside an office building.
The study by WeWork and Michael Page suggests that this experience permanently changed how both employers and workers view the role of physical workplaces. The office is no longer seen as the only place where meaningful work can occur.
Instead, hybrid work has gained prominence as a flexible structure capable of combining the autonomy of remote work with the benefits of face-to-face collaboration. For many companies, this model represents a pragmatic balance between efficiency and employee satisfaction.
Generation Z and a new vision of work and life
At the center of this transformation stands Generation Z. This generation is the first to grow up entirely immersed in digital technology. Smartphones, social media platforms, and high-speed internet connectivity have shaped their communication habits and their expectations for flexibility.
Unlike previous generations, Generation Z entered adulthood during a period marked by rapid technological change, economic uncertainty, and the global pandemic. These experiences have influenced how many young professionals perceive career development and life priorities.
The study highlights a clear generational divide in attitudes toward workplace presence. Among Baby Boomers — individuals born between the mid-1940s and mid-1960s — 38% say they prefer working entirely from the office, making them the group most inclined toward traditional workplace structures.
Generation Z, however, shows significantly less interest in fully in-person work. Only 14% of respondents from this demographic group say they prefer a completely office-based schedule. The contrast reflects a broader cultural shift in how younger generations define professional success. For many members of Generation Z, employment is important, but it is no longer expected to dominate every aspect of life.
Instead, work is increasingly seen as one component of a broader search for personal well-being, purpose, and flexibility. Young professionals often prioritize balance between career growth and other aspects of life, such as mental health, creativity, family, and social relationships.
Hybrid work models often align with these priorities because they provide greater autonomy over schedules and work environments. By reducing commuting time and allowing individuals to design their own routines, flexible work arrangements can contribute to a healthier work-life balance.
However, the study also makes clear that younger professionals do not reject the idea of the workplace altogether. Rather, they tend to assign it a different role.
Reimagining the office as a place for collaboration and innovation
One of the most significant findings of the research is that younger workers still value face-to-face interaction when it serves a clear purpose. Instead of viewing the office as a mandatory daily destination, many professionals now see it as a strategic space for collaboration, creativity, and professional development.
According to the study, Generation Z employees are more likely to attend the office when activities such as brainstorming sessions, strategic meetings, team building, or mentorship opportunities are involved. These types of interactions often benefit from physical presence because they rely on spontaneous dialogue and collective problem-solving.
In this sense, the office is gradually being reimagined as a hub for connection rather than a place for routine individual tasks. As organizations adapt to this new reality, many are redesigning their physical spaces to prioritize collaboration. Open meeting areas, flexible workstations, and innovation-focused environments are replacing traditional office layouts centered on fixed desks.
The shift reflects a deeper reconsideration of what offices are meant to accomplish in a hybrid world. As the study explains, the change in perspective is forcing organizations to rethink the purpose of the workplace itself.
“This change in mindset forces companies to rethink not only where work happens, but also why. Today, physical spaces are valued as places for meeting, culture, and innovation, rather than simply locations where people fulfill a schedule,” said Claudio Hidalgo, president of WeWork Latin America, in remarks to national media.
The statement reflects a broader shift in workplace philosophy; productivity is increasingly measured not by hours spent in an office but by outcomes, collaboration, and the value employees create.
A generation reshaping social expectations?
Beyond workplace preferences, Generation Z is influencing broader cultural and economic trends. As digital natives, members of this generation tend to emphasize transparency, inclusion, and social responsibility in the organizations they choose to work for. They are also more likely to question rigid hierarchies and traditional corporate structures. Many young professionals prefer open communication, collaborative leadership styles, and workplaces that support continuous learning and development.
These expectations are gradually influencing corporate policies related to mental health, flexible schedules, and inclusive workplace cultures. Companies that wish to attract younger talent are increasingly expected to demonstrate adaptability and a genuine commitment to employee well-being.
Hybrid work models naturally align with these values because they acknowledge that productivity does not depend exclusively on physical presence. By offering flexibility and autonomy, organizations can create environments that better reflect the expectations of younger generations.
Technology continues to play a central role in enabling these changes. Digital collaboration tools, cloud platforms, and remote communication systems allow teams to work efficiently regardless of geographic location.
For Generation Z, these technologies are not simply conveniences but fundamental elements of everyday life. The idea that work must occur in a single physical location often feels outdated to individuals who have grown accustomed to interacting, learning, and collaborating online.
Remote work in Colombia: a growing trend with hybrid models leading
Beyond the trend set by a generation like Generation Z in favor of hybrid work models, it is also important to contrast this tendency with the reality in Colombia.
Remote work expanded significantly during the pandemic, but in recent years, the labor market has increasingly shifted toward hybrid arrangements that combine in-person work with working from home. Recent data suggest that while telework remains present, it is still relatively limited compared with other work models.
According to estimates based on the National Household Integrated Survey conducted by DANE and labor market analysis from the Banco de la Republica (Colombia’s central bank), around 6% of salaried workers in Colombia currently work remotely, a proportion that has remained relatively stable between 2023 and 2025.
Although this figure may appear modest, it represents a significant increase compared with the period before the pandemic. Before 2020, remote work had a much smaller presence in the country. During the most critical phase of the health crisis, however, it briefly surpassed 13 percent of the workforce before stabilizing in the years that followed.
Current trends suggest that Colombia’s labor market is gradually moving toward mixed models. A 2025 labor report cited by economic media outlet Portfolio indicates that 48% of workers in the country perform their duties under a fully in-person arrangement, while about 35% work under a hybrid model that combines office days with remote work. By contrast, only around 9% of workers remain fully remote.
At the same time, the number of job openings offering remote options continues to grow. A report from the Banco de la Republica indicates that job postings that include remote work options increased by about 4.4% in the years following the pandemic, suggesting that the model is gradually expanding in certain sectors of the economy, particularly in professional services, technology, and digital industries.
Taken together, these figures show that although fully remote work is still not dominant in Colombia, labor flexibility has become a structural trend. In practice, many companies are opting for hybrid arrangements that preserve spaces for in-person collaboration while incorporating the autonomy and flexibility increasingly demanded by younger generations entering the workforce.
The future of hybrid work in Latin America
As generational change continues to reshape the workforce, hybrid work is likely to remain a defining feature of the labor market across Latin America and the world. The findings from the study by WeWork and Michael Page suggest that companies will need to adapt if they hope to remain competitive in attracting and retaining talent.
For organizations, the challenge lies in building work environments that combine flexibility with strong professional cultures. Hybrid systems must allow employees to work efficiently from multiple locations while still maintaining opportunities for collaboration, mentorship, and innovation.
Leaders must also ensure that remote and in-person employees have equal access to career development opportunities and professional advancement. The long-term success of hybrid models will depend largely on how well companies manage communication, trust, and team cohesion.
Despite these challenges, the broader direction of the labor market appears increasingly clear. The pandemic accelerated a transformation that was already underway, and the arrival of Generation Z in the workforce is reinforcing the momentum behind more flexible working structures.
In many ways, hybrid work represents more than a logistical adjustment. It reflects a deeper cultural evolution in which productivity is defined not by time spent at a desk but by creativity, impact, and results.
As younger generations continue to influence workplace norms, the office is unlikely to disappear entirely. Instead, its role is evolving, from a mandatory site of daily labor to a dynamic space designed for collaboration, culture, and innovation within an increasingly flexible ecosystem of work.