EY calls young employees back to office, warns WFH could limit growth

EY is encouraging its younger employees to spend more time in the office, warning that excessive remote working could hinder career development as artificial intelligence reshapes the consulting industry.

The firm has not changed its formal flexible working policy. However, EY confirmed that senior partners are urging junior consultants to prioritise in-person collaboration and learning opportunities as businesses adapt to the growing use of AI.

The message reflects a broader debate across professional services, banking and technology, where executives increasingly believe that human skills such as communication, relationship building and judgement will become key differentiators in an AI-driven workplace.

Human skills move centre stage

According to comments made by Sayeh Ghanbari, EY's UK Head of Consulting, to the Financial Times, the rise of AI is changing the skills employers value most.

Ghanbari said people who have structured their professional lives around working from home may find it harder to succeed as AI takes on more routine tasks.

She said consultants would increasingly need to focus on uniquely human capabilities, including relationship management, collaboration and client engagement.

The executive also stressed that many of these skills are developed through direct interaction with colleagues and mentors rather than through remote working arrangements.

As AI becomes more capable of producing analysis, reports and technical outputs, consulting firms are placing greater emphasis on how employees communicate insights and build trust with clients.

No change to hybrid work policy

Despite the stronger messaging around office attendance, EY said it is not altering its existing approach to flexible working.

A company spokesperson told the Financial Times that the firm remains committed to flexibility but believes meaningful time spent together in the workplace can strengthen professional development and client service.

Key points from EY's position include:

• No formal change to working-from-home policies
• Continued support for flexible and hybrid working arrangements
• Increased encouragement for junior staff to spend more time in the office
• Greater focus on relationship building and interpersonal development
• Recognition that in-person learning remains important for career progression

The firm's approach stops short of a mandate, instead relying on encouragement from senior leaders and partners.

A wider shift across corporate Britain

EY's stance mirrors views expressed by senior executives across several industries.

Jamie Dimon, Chief Executive of JPMorgan Chase, has repeatedly argued that younger employees benefit from learning alongside experienced colleagues in the office environment.

Similarly, Satya Nadella, Chief Executive of Microsoft, has previously suggested that the rapid adoption of AI has made office collaboration even more important.

The financial services sector has been among the most active in tightening attendance expectations. Several major banks have strengthened office attendance requirements in recent years as organisations seek to balance flexibility with productivity and talent development.

Pandemic recruits face development challenges

The debate has been shaped partly by concerns surrounding employees who began their careers during the Covid-19 pandemic.

Large accounting and consulting firms have observed that some graduates and school leavers who joined remotely took longer to develop presentation, communication and client-facing skills compared with earlier cohorts who spent more time in traditional office environments.

To address these concerns, firms have introduced additional training programmes focused on:

• Presentation and communication skills
• Client engagement techniques
• Professional relationship building
• Workplace collaboration
• Leadership development

Some organisations have also encouraged senior employees to participate in refresher sessions designed to strengthen mentoring and coaching capabilities.

Balancing flexibility with future workforce needs

While concerns about skill development are growing, most professional services firms remain cautious about imposing stricter attendance requirements.

Hybrid working remains deeply embedded across much of the UK workforce, and employers continue to compete for talent by offering flexibility.

For EY, the current focus is on persuasion rather than enforcement. The firm's leadership believes the next generation of consultants will need stronger interpersonal and relationship-building skills as AI handles an increasing share of technical and routine work.

As companies continue integrating AI into everyday operations, the debate over where employees work and how they develop professionally is likely to become a defining workforce issue across the consulting industry.