Remote Working May Hinder Career Progression for Scottish Employees, Study Finds

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In Scotland, the era of remote working appears to be clashing with traditional expectations of office presence, particularly when it comes to career advancement. According to the Robert Half 2025 Salary Guide, 61% of employers in Scotland are more likely to promote employees who are physically present in the office. This trend sheds light on an ongoing tension between workplace flexibility and career ambitions, as businesses and workers navigate a post-pandemic world.

The findings, based on a survey of 1,000 employees and 500 hiring managers across the UK, highlight the growing significance of in-office attendance in determining career progression. However, the data also reveals that many employees are unwilling to sacrifice remote working, even at the expense of promotions.

In-Office Presence and Promotions

For the majority of Scottish employers, physical presence in the workplace plays a critical role in career development. With 61% of businesses admitting to prioritising in-office staff for promotions, it is clear that visibility and face-to-face collaboration remain highly valued by decision-makers.

This preference may stem from long-standing beliefs that employees who work in the office demonstrate greater engagement, build stronger interpersonal relationships, and are more accessible to colleagues and leaders. These factors, often considered intangible but important, could explain the bias towards rewarding those present in the workplace.

However, this emphasis on office attendance might not align with the priorities of many workers. Reggie McMahon, Branch Director for Scotland at Robert Half, warned that employers must be cautious about enforcing such expectations. “While business leaders clearly place value on in-office attendance when it comes to career development, staff themselves value flexibility over promotions,” McMahon explained.

He further emphasised the risks for businesses failing to adapt: “Skills shortages remain rife, and firms that aren’t recognising what it is that workers want will lose out in the war for talent both now, and in the immediate future.”

Worker Preferences: Flexibility vs. Promotions

The research also highlights a growing divide between what employers value and what employees prioritise. A significant 22% of Scottish workers revealed that they would continue to work remotely, even if it meant missing out on promotions. This underscores a strong preference for flexibility, with remote working offering benefits such as better work-life balance, reduced commuting time, and greater autonomy.

Interestingly, only 20% of workers indicated that they would look for a new job if their current employer tied promotions to in-office attendance. This relatively low figure suggests that, while employees value flexibility, they may also be willing to compromise on career progression in exchange for the benefits of remote working.

The findings reveal a shift in worker priorities that employers must consider. For some, flexibility is no longer a perk but an essential part of their working lives.

The Challenge for Employers

As Scottish businesses weigh the importance of in-office attendance against worker preferences for flexibility, they face a delicate balancing act. On the one hand, encouraging employees to return to the office could foster stronger team collaboration and alignment with organisational culture. On the other hand, rigid policies may risk alienating top talent in a competitive labour market.

The current labour landscape, shaped by skills shortages and a strong demand for specialised roles, puts employees in a position of strength. Employers who fail to adapt risk losing valuable staff to competitors offering more accommodating work arrangements.

McMahon’s comments underline the stakes for businesses: “We are still in a core transition period where the right balance for all is being defined. It’s key that employers are mindful of the tough labour market.”

The Broader UK Picture

While the study focuses on Scotland, the findings are reflective of broader trends across the UK. The pandemic accelerated the adoption of remote working, with many employees and businesses realising its potential benefits. Yet, the shift towards hybrid and remote models has also highlighted a divide between traditional and progressive workplace practices.

Employers across the UK are grappling with questions about productivity, culture, and fairness. How do managers ensure that remote workers receive equal opportunities for recognition and promotion? Can flexibility coexist with the need for in-person collaboration?

These questions remain pressing as businesses seek to strike a balance that supports both organisational goals and employee satisfaction.

The Risks of Rigid Policies

For companies in Scotland and beyond, prioritising in-office attendance over flexibility may come with hidden costs. Workers who feel forced to choose between career progression and remote working may become disengaged or less loyal to their employers.

Moreover, younger generations entering the workforce—who tend to value flexibility and autonomy—might find such policies outdated. Employers who cling to rigid models risk appearing out of touch, making it harder to attract and retain talent in the long term.

The findings also suggest that businesses should consider the long-term impact of their policies on diversity and inclusion. Remote working has opened doors for individuals who might otherwise struggle with traditional office environments, such as parents, carers, or those with disabilities. Requiring in-office attendance for promotions could inadvertently disadvantage these groups, running counter to broader efforts to create equitable workplaces.

Finding the Balance: Hybrid Working as a Solution

For many businesses, hybrid working models offer a potential compromise. By combining the benefits of remote and in-office work, hybrid arrangements can support flexibility while maintaining opportunities for face-to-face interaction.

Employers embracing hybrid models often adopt strategies such as:

Setting clear expectations: Defining when and why in-office attendance is required helps ensure fairness and transparency.
Using technology: Leveraging tools for virtual collaboration and communication can help bridge the gap between remote and in-office teams.
Focusing on outcomes: Shifting the emphasis from physical presence to performance metrics ensures that promotions are based on merit rather than visibility.

Such approaches could enable businesses to meet the evolving needs of their workforce while still fostering collaboration, culture, and career development.

What the Future Holds

The findings from the Robert Half 2025 Salary Guide highlight the evolving nature of work in Scotland and across the UK. As businesses navigate this period of transition, flexibility will likely remain a key consideration for employees, while employers continue to value the benefits of in-office attendance.

The challenge for organisations lies in bridging the gap between these priorities. By adopting inclusive and flexible policies, businesses can create environments where all employees feel empowered to contribute and thrive, regardless of where they work.

As McMahon noted, the future of work is still being defined. For businesses that strike the right balance, the rewards are clear: a motivated, engaged workforce and a competitive edge in the war for talent.