Hybrid work is now an entrenched part of operations across UK contact centres, with a majority of employers anticipating a high proportion of home-based employees will remain through to 2027, according to new research.
The latest findings from the 2025 ‘Hybrid Working in the Contact Centre’, carried out by Pitch Market Surveys in collaboration with The Forum, Cnect Wales and consultancy Spacial, also found that issues such as workplace culture and effective communication continue to challenge employers.
Respondents reported that 71 percent of their advisers currently work at least part of the time from home. By 2027, 65 percent believe this proportion will continue, suggesting that despite predictions of a widespread return to the office, the hybrid model is now a long-term feature of the sector.
Hybrid models driven by employee preference
The most commonly used model involves employees choosing where they work on a daily basis without fixed schedules, adopted by 39 percent of organisations. The next most popular approach, used by 28 percent, includes structured days in the office and at home. Just 14 percent use employer-directed hybrid schedules. A further 6 percent operate an all-or-nothing policy, where staff work either entirely remotely or entirely on-site.
The data also suggests that performance metrics for homeworking teams remain comparable to office-based teams across criteria such as attrition, absenteeism, service quality and customer satisfaction. For some measures, including attrition and absenteeism, homeworking teams slightly outperformed their office counterparts.
“The 2025 survey shows just how popular hybrid working has become with employees and employers alike,” said Michael Gray, Director at Pitch Market Surveys. “While organisations are reporting business challenges in areas such as workplace culture, pastoral care and internal communications, they are benefitting hugely in areas such as employee engagement, recruitment and absenteeism.”
Recruitment advantages but management concerns
Hiring and retaining staff appears easier under hybrid models. Around 58 percent of respondents said recruiting homeworkers was easier than for office roles, and 52 percent said homeworkers were easier to retain. However, training and performance management present difficulties, with 63 percent reporting that training remote workers is more challenging and 47 percent citing similar concerns with performance oversight.
Despite the challenges, 60 percent of organisations said they provide sufficient training and support to managers and supervisors of hybrid teams. Only 12.5 percent felt their organisations were failing in this area.
Flexible working has been linked to improved work-life balance by 84 percent of respondents, but only 8 percent of organisations offer employees the ability to self-select their work schedules, limiting the extent to which workers can manage their own time.
Technology investment and future service delivery trends
The move to hybrid has prompted significant investment in infrastructure, with 83 percent of employers enhancing their IT and information security systems. Just 4 percent stated they had not made such upgrades.
When it comes to communication channels, voice remains dominant with 95 percent of organisations still relying mostly on voice calls. This is followed by email (90%) and webchat (75%). Automated voice systems and social channels are used by 60 percent and 53 percent respectively. AI tools are currently in use in 24 percent of centres.
Views remain mixed about the future of AI in customer service. While 36 percent believe the majority of customer contacts will be handled by automation by 2030, a larger share – 64 percent – either remain unsure or believe that human advisers will continue to play the leading role in customer interaction.
Maintaining culture while scaling flexibility
Workplace culture and employee wellbeing are among most pressing issues linked to hybrid working. Culture was cited by 63 percent of organisations as a concern, followed by pastoral care (53%), effective communication (48%) and remote management (40%). The report found that while hybrid work offers benefits for retention and engagement, it can also weaken the sense of connection within teams and make it harder for leaders to maintain a consistent employee experience.
The survey findings suggest that the balance of benefits and drawbacks in hybrid working is becoming clearer. Organisations that invest in training, adapt management processes and strengthen internal communication are more likely to make hybrid models work effectively.
Gray added, “The message to businesses is clear: the key imperative must be to optimise hybrid working models and strategies. Take hybrid working away from people at your peril.”
