Five years on from the outbreak of the pandemic many news publishers are keen to get employees back into the office.

But with flexible working now so embedded in people’s lives will they be able to get the toothpaste back into the tube?

Today we publish a major survey on working practices in the UK news industry which reveals the vast majority of staff at publishers work in a central office for no more than two or three days each week. This flexible approach appears to be by far the most popular strategy among staff of all levels, according to our survey.

It's not just about being around to take in parcels or collect children from school (although that is a huge factor). Survey respondents talk about the huge diversity and equality benefits of remote working. And many companies have saved money by maintaining smaller offices.

But on the other side of the debate remote working is no Shangri-La if you are sat on your bed working with a laptop in a shared flat. There are real concerns about what is lost in a working world devoid of real human contact.

See an overview of our survey data here, as well as our round-up of working practices at the UK’s leading publishing companies.

And read more in-depth insights from our survey here, where everyone from CEOs at major national newsbrands to local newspaper reporters share their views on office versus remote working.

It is a hugely emotive issue.

My view is that from a staff retention, happiness and general productivity standpoint three days in the office and two days working remotely is a good balance (with one of those office days ideally spent out and about with clients or on stories).

Journalism in particular is a job which requires us to never really be off-duty and put in extra hours when the story requires it. So a degree of extra flexibility feels like an easy way for publishers to offset gripes over pay and benefits which are often far less inspiring than in other industries.

Fully remote working opens up businesses to an entire planet of talent, rather than limiting you to those who live within an hour’s travel of the office and are able to physically get there.

But that said, the equation may be different in companies which have a large throughput of young talent who need an office culture to set them on their way. And there is a certain magical energy that comes from being physically present in a busy city centre newsroom.

On Press Gazette

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