Recent research indicates that employee engagement has not recovered to pre-pandemic levels, despite more staff returning to the office. The practice known as “clock-botching” — where employees are physically present but mentally disengaged — became more widespread during the shift to working from home and has remained a challenge for organisations.

A 2025 UK employee engagement survey by Engage for Success and Nottingham Trent University reports that engagement levels are still significantly lower than before the pandemic. A McKinsey survey of 4,000 workers across Europe and the US similarly found that nearly one-fifth of employees describe themselves as disengaged.

According to workplace experts, hybrid working models have contributed to this pattern. Factors such as increased technological reliance, greater administrative burdens and reduced in-person collaboration have been highlighted as key issues. Some researchers also note that employees feel less listened to and less connected to managers than in previous years.

Engagement appeared to fall most sharply within organisations that did not prioritise communication, wellbeing, support and development during the pandemic period. Despite a gradual return to office environments, there has been no significant reduction in “clock-botching”.

Commentary from Caroline Walker

Caroline Walker, Managing Director at Cavendish Employment Law, notes several concerns related to hybrid working and attendance expectations:

• “[The rise of hybrid work has led companies to] value and reward visibility and presenteeism over achievements and performance, resulting in higher disengagement and potential burnout among employees.”
  
  
• “[There has been a] noticeable shift towards physical attendance”, particularly among asset managers, where employees “have more pressure to physically attend the workplace, with some [firms] adopting keystroke surveillance”.