If you’ve ever suspected being visible in the office carries career advantages, research released last month by recruiter Robert Half confirms it. And the implications go beyond career progression – office attendance is now directly affecting pay.
The numbers
According to the research, 68% of Australian companies have adjusted employee salaries based on how frequently staff attend the office over the past two years.
Similarly, 69% have modified bonus structures to reflect in-office presence. And 96% of companies now require staff to attend the workplace more frequently than they did two years ago.
The benefits of physical presence extend further. A significant 77% of employers say proximity to leadership positively influences both pay and career progression.
“While some employers say office attendance is influencing salary and bonus decisions, this is unlikely to reflect a formal or consistently applied policy,” says Clinton Marks, director at Robert Half.
“In practice, it is more likely to show up in subtle ways, where visibility, access to leadership and perceived contribution shape how people are rewarded and progressed.”
What businesses are doing to get people back
To encourage more office attendance, Australian businesses have introduced a range of incentives.
Higher bonuses or allowances (69%) and extra pay (68%) top the list, followed by wellness programs and mental health support (33%), flexible working hours (33%) and team-building or social events (32%).
Other measures include increased leadership visibility or engagement (26%), free or subsidised meals (26%), on-site amenities such as gyms, childcare or quiet rooms (21%), enhanced office facilities (21%), clearer career progression opportunities for in-office staff (19%), commuter subsidies (16%) and parking support or shuttle services (13%).
What the shift looks like in practice
Workplace provider Christie Spaces, whose recent survey of more than 2,000 members identified central CBD locations as one of the top five priorities for both employers and employees, is seeing the shift play out directly.
Chief executive Dan Hastings says workforce expectations are moving towards spaces that enable more face-to-face time and environments where people feel connected.
“Co-working spaces with tailored lease flexibility are emerging as a preferred option for businesses seeking both adaptability and stability. We expect to see more businesses choosing to reduce the costs of maintaining oversized offices, while retaining the benefits of premium space and flexibility in premium locations.”
Marks echoes this, noting the effect is largely indirect. “Those who are more visible have greater access to decision makers and opportunities, which can then translate into progression over time.”
What this means for EAs
Typically office-based and already operating close to senior leadership, the proximity premium may already be working in your favour. But Marks urges caution about how organisations apply these principles.
“It is important not to assume that flexibility is worth less, or that more flexible roles should come with lower compensation. The real risk for organisations is that these decisions become influenced by proximity rather than measured performance.”
For EAs who manage relationships across hybrid teams, this research raises a broader question worth putting to your executive. Are the people doing great work from home getting the same recognition as those who are simply more present?
“Visibility is becoming a form of currency,” says Marks. “The focus needs to shift toward designing systems where contribution is measured consistently, regardless of where the work is done.”
