Work flexibility: myths, data, and the new work model
In a world where the traditional office model is being rethought from its foundations, the report by Shakers and enClave de Personas offers an unprecedented look at work flexibility in Spain. With real data from more than 7,000 respondents, this study breaks with the myths that for years have dominated the collective imagination about face-to-face work, teleworking, and the hybrid model.
A key fact: 70% of respondents would prefer to work in a flexible hybrid model, while only 3% would opt for a 100% face-to-face modality. This preference is found across generations, sectors, and levels of responsibility, which indicates a deep and transversal change in work culture.
What does the data say about productivity and presence?
One of the most significant findings of the report is the break with the belief that “you perform better in the office.” Only 2% of respondents consider that the face-to-face environment improves productivity. Instead, the flexible hybrid model is perceived as the most effective, by both employees and managers and directors.
This type of modality allows combining the best of both worlds: synchronous face-to-face collaboration and deep remote work, favoring both concentration and team alignment. Autonomy and flexible hours appear as key variables to achieve objectives with greater efficiency.
Physical presence, an advantage for professional growth?
Another frequent myth dismantled is that “if they don’t see you, they don’t trust you.” Nearly 33% of employees feel that in their company, face-to-face visibility is still valued as a synonym for commitment. However, the study’s data indicate that most organizations are moving towards models in which the result is valued and not the place from where one works.
Professional development, according to the respondents, is not conditioned by location, but by impact, collaboration, and feedback culture. Companies like Shakers have institutionalized continuous evaluation processes where physical presence is not a determining factor for professional advancement.
The invisible pressure and its consequences
One of the most sensitive points of the report is the “invisible pressure” to go to the office, especially when internal policies are ambiguous. This pressure, which often comes from middle managers, generates a culture of mistrust that affects both well-being and performance.
40% of the employees surveyed admit to feeling pressured to go to the office, even though their functions can be performed remotely. This pressure is usually motivated more by unexpressed expectations than by real operational needs. This is where companies must intervene with clear, coherent, and well-communicated policies.
Companies that lead by example
The report highlights good practices from companies like BBVA, Repsol, or Telefónica, which have redefined their work models by integrating flexibility, technology, and trust. BBVA, for example, adopted a post-pandemic hybrid model where each team can decide its weekly dynamics. Repsol, for its part, promotes team agreements to adapt flexibility to each operational reality.
In all cases, the common denominator is the same: clear objectives, defined performance metrics, and well-integrated collaborative technologies. This combination not only improves productivity, but also motivation and talent loyalty.
Redesigning work: it’s not about choosing between home or office
For example, at My Tech Plan, we firmly believe in the hybrid model because we always bet on the community that is built with humanity, peer relationships, and through the construction of joint objectives. Flexibility is not just an efficiency strategy, it is a statement of principles: working from trust, fostering more empathetic organizational cultures, and building environments where well-being and productivity are mutually enhanced.
It is not about choosing between home or office, but about designing adaptable, situated, and people-centered work models. The organizations that lead this transformation will not only attract better talent, but will also be better prepared for the challenges of an increasingly changing environment.