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Beyond the Office: Work Location Strategies for HR & IT Leaders

August 4, 2025

Beyond the Office: Work Location Strategies for HR & IT Leaders

Introduction

The landscape of work has undergone a seismic transformation across the Americas, with hybrid and remote work models emerging as the new normal rather than temporary pandemic measures [4]. This comprehensive report examines current trends, candidate preferences, and strategic implications for HR and technology leaders operating in Mexico, the United States, and Latin America.

Hybrid work has become the dominant preference across all regions in the Americas, with approximately 55-60% of candidates preferring flexible arrangements that combine remote and office work [1, 2, 3]. This shift represents a fundamental change in how talent evaluates opportunities, with flexibility now ranking among the top three factors candidates consider when accepting job offers [28, 9].

1. Candidate Preferences and Trends

Mexico: Leading the Flexibility Movement

In Mexico specifically, the transformation has been particularly dramatic [16]. Mexican tech workers show a strong preference for flexible arrangements, with 42.1% preferring remote work, 26.6% hybrid, and 24.7% flexible models [16]. Only 6.6% prefer fully on-site arrangements, marking a complete reversal from pre-pandemic norms when on-site work was mandatory in over 80% of companies [1, 16]. Mexico has emerged as a leader in work flexibility adoption across Latin America [15].

The hybrid model is emerging as the dominant trend, combining remote work flexibility with essential face-to-face collaboration [1]. Recent surveys indicate that Mexican candidates demonstrate strong preferences for location flexibility:

  • 60% prefer hybrid models [1, 18].
  • 25% seek fully remote positions [2, 3].
  • Only 15% prefer traditional on-site roles [1, 18].

The transformation has been particularly pronounced in metropolitan areas like Mexico City, Monterrey, and Guadalajara, where infrastructure improvements and traffic congestion challenges have accelerated adoption of flexible work models [1, 19]. Regional variations exist, with traditional manufacturing hubs like Querétaro showing higher preferences for on-site roles due to industry requirements [1].

USA

In the USA, flexibility is a significant driver for job seekers [9]. A Robert Half report (July 7, 2025) indicates that 37% of U.S. job seekers desire fully remote jobs, while 60% prefer a mix of home and office work [2]. This aligns with the broader trend of employees seeking flexible work arrangements and career growth opportunities [11]. As of 2025, 22.8% of U.S. employees work remotely at least partially, with hybrid models dominating professional services [29]:

  • 55% prefer hybrid arrangements [30].
  • 30% favor fully remote work [2, 29].
  • 15% prefer on-site positions [30].

Notably, generational differences are emerging, with Gen Z showing less enthusiasm for fully remote work (23%) compared to older generations (35%) [18]. This trend suggests evolving expectations around workplace mentorship and career development [18].

Latin America (LATAM)

Remote work is a clear favorite in Latin America and the Caribbean (60%), as well as North America (42%) [3]. Survey data from wowremoteteams.com (April 14, 2025) suggests that 47% of the regional workforce prefers fully remote work, and 45% prefer hybrid models [3]. This indicates a strong inclination towards remote and hybrid options across the region, driven by factors like an economical workforce and cultural compatibility for global businesses [15].

Across Latin America excluding Mexico, hybrid preferences dominate at 55% of the workforce, with remote work growing steadily in urban centers [2, 19]. Brazil, Argentina, and Colombia lead in remote work adoption, though infrastructure gaps remain barriers in smaller cities and rural areas [19, 15].

Cultural factors significantly influence preferences. As Mark Beyer from Mybey Ventures notes: “Supervisors in Latin America often prefer direct oversight. Remote work disrupts this dynamic, leaving managers uneasy about accountability and day-to-day control” [16]. This has led to a recent pushback, with six out of ten companies in the region pulling their workforce back to desks [16].

Evolution Post-Pandemic and Projected Trajectory

The COVID-19 pandemic significantly accelerated the adoption of remote and hybrid work models globally, and the Americas are no exception [17]. The experiment with virtual work has redefined traditional boundaries [4]. Studies from Gallup (March 11, 2025) highlight the tectonic shift in workplaces due to COVID-19, transforming how work is done [4]. The general consensus from various sources is that hybrid work is the future [5]. The Stanford Institute for Economic Policy Research suggests that hybrid working arrangements balance the benefits of being in the office with the benefits of working from home [5]. The rise in remote work has also been linked to changes in formal employment, as noted in a BIS working paper on Mexico [20].

Before COVID-19, remote work in Mexico represented less than 5% of the workforce [16]. The transformation occurred rapidly:

  • 2019: Remote work virtually non-existent in most sectors [16].
  • 2020-2021: Emergency adoption reached 36% in the LATAM region [16].
  • 2024-2025: Stabilization around hybrid-first models [1, 25].

The projected trajectory points toward sustained hybrid adoption [26]. Industry experts predict hybrid models will achieve roughly 70% adoption within five years [1], driven by:

  • Talent competition pressures [25, 27].
  • Cost optimization opportunities [27, 20].
  • Employee retention benefits [27, 28].

This trend indicates a continued move towards flexible models, with companies rethinking hiring models to attract talent, especially in LATAM where remote staffing is becoming more attractive due to salary gaps [6]. The future trajectory points towards a sustained demand for flexibility, with remote and hybrid models becoming standard expectations rather than mere perks [24].

However, a notable counter-trend is emerging in 2025. Many Latin American companies are mandating returns to office, with Mexico showing 54% of workers back in offices [16]. This reflects tensions between employee preferences and management control preferences [16].

2. Willingness to Return On-Site: The Flexibility Premium

While there’s a strong preference for remote and hybrid models, some candidates are open to hybrid or even full on-site roles, though this often comes with caveats. Research shows:

  • 70% of Mexican candidates are willing to consider hybrid arrangements if they offer meaningful flexibility [1].
  • 40% would accept full on-site roles if properly incentivized with compensation, transportation benefits, and safety protocols [1].

The “tug-of-war” between employers wanting workers in the office and job candidates preferring remote or hybrid work is a common theme [7]. However, some candidates are conceding to hybrid or on-site roles, suggesting a degree of flexibility depending on various factors [29].

Factors Influencing Openness

Several factors influence a candidate’s openness to hybrid or full on-site work:

  • Role Type and Industry: Certain roles or industries may inherently require more on-site presence (e.g., manufacturing, healthcare, roles requiring specialized equipment) [32]. Technology roles, in contrast, often have greater flexibility [33].
    • IT, finance, and creative sectors: Strong preference for remote/hybrid [1, 29].
    • Manufacturing, retail, healthcare: Higher acceptance of on-site requirements [1, 29].
    • Knowledge work: Flexibility considered essential [4, 5].
  • Location: Commute time and ease of access to the office play a significant role [34]. Candidates in areas with good public transportation or shorter commutes may be more open to on-site work [36]. Urban professionals consistently lean toward flexibility, while regional industries require more physical presence [1]. Metropolitan areas like Mexico City show higher hybrid preference due to infrastructure quality and commuting challenges [1, 19].
  • Compensation and Benefits: Additional compensation or enhanced benefits can incentivize a return to the office [37]. This could include higher salaries, commuter benefits, free meals, or improved office amenities [38].
    • 25% of workers would accept pay cuts to maintain remote work flexibility [2].
    • Conversely, higher compensation, transport stipends, and flexible core hours increase openness to on-site work [1, 2].
  • Flexibility within Hybrid Models: The degree of flexibility offered within a hybrid model is crucial [39]. Models that allow employees to choose what works best for them, such as the 3-2-2 model (3 days in office, 2 days remote, 2 days off), are more attractive [40].
  • Workplace Environment and Culture: A positive and collaborative office environment, with opportunities for connection, innovation, and skill development, can make on-site work more appealing [8].
  • Perceived Value of On-Site Work: Candidates may be more open to on-site work if they perceive clear benefits, such as better collaboration, mentorship, or access to resources not available remotely [42].

3. Incentives and Compensation Strategies

Companies are increasingly offering targeted incentives to attract talent back to offices, but significant mismatches exist between what employers offer and what candidates desire [49]. Companies are indeed offering additional compensation and benefits to incentivize on-site or hybrid work [45]. These incentives aim to make the office environment more attractive and offset the perceived disadvantages of commuting or reduced flexibility [46].

Current Incentive Landscape

Companies are implementing diverse return-to-office benefits [49]:

  • 72% offer commuter benefits [2, 23].
  • 64% provide catered lunches [2, 25].
  • 57% offer childcare assistance [2, 26].

Effective Incentives vs. Employee Desires

Critical gaps exist between supply and demand [2]:

  • Subsidized travel: Only 18% of companies offer, but 46% of employees desire [2].
  • Free/subsidized food: 32% offer vs. 45% employee preference [2].
  • Social events: 48% offer vs. only 27% employee interest [2].

Most effective incentives include:

  • Transportation allowances and fuel reimbursements [1, 26].
  • Flexible scheduling with core hours [1, 27].
  • Performance-based remote day rewards [26, 27].
  • Wellness programs and ergonomic equipment [1, 28].

Candidates generally expect incentives that directly address the perceived trade-offs of on-site work [54]. Financial compensation and benefits that reduce the cost or inconvenience of commuting are highly valued [55]. Beyond that, candidates are looking for a compelling reason to be in the office that goes beyond just a desk; they are seeking a compelling employee experience that justifies the commute and time spent in the office [57]. This includes opportunities for collaboration, social connection, and professional growth that are difficult to replicate remotely [58].

Compensation Evolution

Hybrid work is reshaping compensation structures. 70% of employees expect flexible benefits tailored to their work arrangements [28]. This includes:

  • Home office stipends [28, 29].
  • Technology allowances [30, 29].
  • Location-flexible pay scales [31, 30].

4. Advantages and Disadvantages: The Full Spectrum Analysis

Each work model—remote, hybrid, and on-site—presents distinct advantages and disadvantages for both companies and employees, impacting productivity, collaboration, retention, and recruitment competitiveness [60].

Remote Work

  • Advantages:
    • For Companies: Access to a wider talent pool [32], reduced operational costs (office space, utilities) [20, 7], increased employee retention due to flexibility [28], and potential for increased productivity due to fewer distractions and personalized work environments [34].
    • For Employees: Improved work-life balance (68% cite time savings from eliminating commutes) [1], greater flexibility [64], elimination of commute time and costs [64], ability to work from anywhere [64], and increased autonomy and control over their work environment [64].
  • Disadvantages:
    • For Companies: Potential challenges in fostering team cohesion and culture [35, 36], difficulties in direct oversight and mentorship [35], cybersecurity risks [2], potential for communication breakdowns [35], and challenges in managing performance and ensuring equitable treatment [35]. Management oversight issues are particularly relevant in Latin American cultures [16].
    • For Employees: Feelings of isolation or disconnect from colleagues [35, 36], potential for overwork due to blurred boundaries between work and personal life [35], limited opportunities for spontaneous collaboration and informal learning [35], and potential for career stagnation if not actively engaged [35].

Hybrid Model: The Balanced Approach

  • Advantages:
    • For Companies: Balances flexibility with in-person collaboration [35, 40], maintains company culture and team cohesion [37, 38], optimizes office space utilization [60], widens the talent pool compared to fully on-site models [56], and improves employee satisfaction and retention [60]. Recruitment competitiveness is also a significant advantage, with 77% of Fortune 100 companies offering hybrid schedules [39].
    • For Employees: Offers the best of both worlds—flexibility of remote work with opportunities for in-person interaction [35], improved work-life balance [35], reduced commute burden compared to full on-site [20], and access to office resources when needed [35].
  • Disadvantages:
    • For Companies: Complexity in managing schedules and office capacity [35, 40], ensuring equitable treatment for remote and in-office employees [35], potential for a two-tiered culture [35, 40], and investment in technology for seamless hybrid collaboration [35, 37].
    • For Employees: Potential for inconsistent team presence [35], challenges in coordinating in-person meetings [35], risk of being overlooked for opportunities if not physically present [35], and increased commute on designated office days [35].

On-Site Work: Traditional Benefits with Modern Challenges

  • Advantages:
    • For Companies: Enhanced direct collaboration and communication [35, 38], stronger company culture and team bonding [35, 37], easier oversight and mentorship [35, 38], better control over work environment and security [35], and faster problem-solving through in-person interaction [35].
    • For Employees: Clear separation of work and home life [35], opportunities for spontaneous interaction and networking [35], access to dedicated office resources and equipment [35], a structured work environment [35], and easier access to management and mentorship [35].
  • Disadvantages:
    • For Companies: Limited talent pool (geographically restricted), higher operational costs (rent, utilities, amenities), and potential for lower employee satisfaction and higher turnover if flexibility is desired by employees. Talent competitiveness is a concern, with 42% of companies with RTO mandates losing more staff than expected [39].
    • For Employees: Long commutes and associated costs/stress [1, 20], less flexibility and autonomy [4], potential for distractions in open-plan offices [4], limited work-life balance [4], and reduced personal time [11].

Impact on Productivity, Collaboration, Retention, and Recruitment Competitiveness

  • Productivity: Studies suggest that remote and hybrid models can maintain or even boost productivity, as employees often appreciate the autonomy and reduced distractions [39]. However, on-site work can foster spontaneous collaboration that might lead to innovative solutions [35].
  • Collaboration: On-site work generally facilitates more organic and immediate collaboration [35]. Hybrid models aim to strike a balance, while remote work requires intentional strategies and technology to maintain effective collaboration [37, 60].
  • Retention: Flexible work options (remote and hybrid) are significant drivers of employee satisfaction and retention [39]. Companies offering these models are more likely to retain top talent, especially those prioritizing work-life balance [18].
  • Recruitment Competitiveness: Companies that offer flexible work arrangements are significantly more attractive to candidates [39]. Mandating full on-site work can severely limit the talent pool and make it challenging to attract top candidates, especially in competitive industries [39]. The “Instant YES” Factor for LATAM talent highlights that remote flexibility is a priority, even above compensation for some [9]. This indicates that companies with rigid on-site policies may lose competitiveness in attracting highly sought-after talent [9]. Conversely, flexible policies enhance employer branding and candidate perception, positioning companies as progressive and employee-centric [25]. 66% of employees would immediately start looking for new jobs if remote work were eliminated [39].

Employer Positioning and Competitive Impact

Flexible work policies have become powerful employer branding tools [25]:

  • Hybrid companies report 75% positive outlook vs. 58% for non-hybrid companies [19].
  • 85% of employees in hybrid companies report increased likelihood to stay [27].
  • Flexibility is now among top three job acceptance factors [28, 9].

Generational Considerations

Different generations show varying flexibility preferences:

  • Millennials: Strongest attachment to remote work (41% extremely likely to leave if flexibility removed) [18].
  • Gen Z: More interested in hybrid than fully remote (23%) compared to older generations (35%) [18].
  • Gen X and Boomers: More tolerant with traditional hours, but value schedule flexibility [48].

Industry-Specific Impacts

Technology sectors show highest flexibility demands, with remote and hybrid models becoming standard expectations [28, 29]. Manufacturing and customer-facing roles maintain higher on-site requirements but still benefit from offering flexibility where possible [1, 29].

5. Legal and Ethical Considerations

Legal Requirements for On-Site or Hybrid Work in Mexico

Mexico has been proactive in regulating remote work, particularly with the Federal Labor Law (LFT) and NOM-037-STPS-2023 [12, 13]. These regulations aim to protect remote workers and ensure equitable treatment [12, 13].

Key Aspects/Provisions include:

  • Remote work definition: Work performed outside employer premises for 40% or more of working time [13].
  • Contract specifications: Must detail equipment, communication protocols, and schedules [13].
  • Employer obligations: Provide equipment, pay internet/electricity costs, and respect the right to disconnect [11, 12, 13].
  • Cannot force employees into remote work except in force majeure situations [13].
  • Right to disconnect: Mexican law includes a “right to disconnect” for employees who work at least 40% of their time remotely, meaning employers cannot require them to be constantly available outside of working hours [10, 11]. Employees can disconnect from work equipment after hours [13].
  • Reversibility: Companies can transition workers back to the office with recommended 20-day notice [13].

While companies can require on-site or hybrid models, they must adhere to these regulations, particularly regarding the right to disconnect and ensuring a safe and equitable working environment for those working remotely or in a hybrid setup. The legal framework in Mexico is evolving to adapt to the new realities of work, emphasizing employee well-being and fair labor practices.

Regional Legal Variations

U.S. and LATAM markets have varying regulations, but generally flexible work models are legally permissible with proper contractual frameworks. Clear remote work agreements are recommended to prevent disputes.

Ethical Considerations

Beyond legal compliance, ethical considerations play a crucial role in shaping work location policies:

  • Fairness and Equity: Ensuring that all employees, regardless of their work model, have equal opportunities for career advancement, training, and recognition. This includes avoiding a “two-tiered” system where remote workers are disadvantaged.
  • Transparency: Clearly communicating expectations, policies, and the rationale behind work location decisions to employees.
  • Well-being: Prioritizing employee well-being by addressing potential issues like isolation in remote work, burnout from blurred boundaries, or stress from long commutes in on-site roles. Employers are responsible for remote workplace safety standards [49, 50].
  • Inclusivity: Designing policies that accommodate diverse needs and circumstances, such as caregiving responsibilities or disabilities.
  • Data Privacy and Security: Implementing robust measures to protect employee data and company information, especially in remote and hybrid settings. This also involves ensuring security of personal and company information [2, 45].

6. Geographical Insights in Mexico

When considering cities or regions in Mexico most suitable or desirable for hybrid or on-site work, several factors come into play, including infrastructure, talent availability, cost of living, and commuting options.

Key Cities and Regions

  • Mexico City: As the capital and largest city, Mexico City offers the largest talent pool and extensive infrastructure. It has a high concentration of businesses, diverse industries, and a well-developed public transportation system. It is the largest digital talent hub in Latin America with nearly 300,000 specialists [66]. It boasts excellent connectivity and infrastructure [65] and a strong tech ecosystem with major international company presence [51]. However, it also has a higher cost of living and significant traffic congestion, which can impact commuting.
  • Guadalajara: Known as Mexico’s “Silicon Valley,” Guadalajara is a major tech hub with a growing talent pool, particularly in IT and software development. It offers a more relaxed lifestyle than Mexico City, with a lower cost of living and good infrastructure. It’s an attractive option for tech companies seeking a skilled workforce. It is an established tech hub with a strong electronics and software focus [51], robust educational infrastructure producing skilled graduates [51], and is cost-effective compared to Mexico City [51].
  • Monterrey: A major industrial and business center in northern Mexico, Monterrey boasts strong infrastructure and a robust economy, particularly in manufacturing, automotive, and logistics. The cost of living is generally lower than Mexico City, and it offers good connectivity to the US border. It is an IT outsourcing and AI/robótica center [51], with a strong business environment and proximity to the U.S. border [51], and growing tech infrastructure [19, 51].
  • Querétaro: This city has emerged as a significant industrial and technological hub, attracting foreign investment due to its strategic location, good infrastructure, and high quality of life. It offers a strong talent pool, particularly in aerospace and automotive industries, and a relatively lower cost of living compared to larger cities [14]. It is known for aerospace tech and data center development [51].
  • Puebla: Automotive tech and IoT advancement [51]. Infrastructure improving but on-site still dominant in manufacturing [1, 51].
  • Mérida: Located in the Yucatán Peninsula, Mérida is known for its safety, cultural richness, and growing expat community. While traditionally not a major business hub, it’s gaining popularity for remote workers due to its quality of life and lower cost of living. Infrastructure is developing, and it could be an emerging option for hybrid models.

Factors to Consider

  • Infrastructure: Access to reliable internet, modern office spaces, and transportation networks are crucial for both hybrid and on-site models. Major cities generally offer better infrastructure. Reliable internet infrastructure is crucial for remote work success [11, 15]. Major metropolitan areas offer fiber connectivity and reliable power, while smaller cities and rural areas face connectivity challenges that limit remote work feasibility [11, 15].
  • Talent Availability: The concentration of skilled labor in specific industries varies by region. Tech talent is more abundant in Guadalajara and Mexico City, while manufacturing expertise is strong in Monterrey and Querétaro.
  • Cost of Living: The cost of living can significantly impact employee satisfaction and recruitment. While major cities have higher costs, they also offer higher salaries. More affordable cities can be attractive for companies looking to reduce operational costs. Cost of living variations affect housing decisions and commute patterns [1, 51].
  • Commuting Options: Efficient public transportation, well-maintained roads, and manageable traffic are important for on-site and hybrid employees. Cities with severe congestion can negatively impact employee well-being and productivity. Mexico City traffic congestion incentivizes hybrid models [1, 51]. Public transportation quality impacts willingness to commute [65, 51].

These geographical insights can help HR and tech leaders make informed decisions about establishing or expanding their physical presence in Mexico, balancing business needs with employee preferences and local conditions.

Summary Table: Pros and Cons of Work Models

FeatureRemote WorkHybrid WorkOn-Site Work
Talent PoolWidest (global)Wider (regional/national)Limited (local)
Costs (Company)Reduced operational costsOptimized office space utilizationHigher operational costs
FlexibilityHighestBalancedLowest
Work-Life BalanceImprovedImprovedClear separation, but potential for long commutes
CollaborationRequires intentional effort and technologyBalances in-person and virtual collaborationEnhanced direct collaboration
CultureChallenges in fostering cohesionEasier to maintain cohesionStronger company culture and bonding
ProductivityCan be high, with fewer distractionsCan be high, balancing focus and interactionCan be high, with direct oversight
RetentionHigh due to flexibilityHigh due to flexibility and connectionLower if flexibility is desired
RecruitmentHighly attractiveAttractiveLess attractive to talent seeking flexibility
OversightMore challengingBalancedEasier direct oversight
IsolationPotential for employee isolationReduced risk compared to full remoteLow risk
CommuteEliminatedReducedDaily, with associated costs and stress

Candidate Work Model Preferences Across Regions

This chart visually represents the varying preferences for remote, hybrid, and on-site work across Mexico, the USA, and Latin America, highlighting the strong inclination towards flexible models in all regions.

7. Strategic Recommendations for HR and Technology Leaders

To adapt or revise work location strategies effectively, HR and Technology Directors should consider the following actionable takeaways:

  1. Embrace Flexibility as a Core Strategy: The data clearly indicates a strong and growing preference for remote and hybrid work models across the Americas [1, 2, 3]. Companies that resist this trend risk losing access to top talent and diminishing their employer brand [9, 28]. Flexibility should be integrated into the core talent strategy, not treated as a temporary perk.
  2. Tailor Hybrid Models to Employee Needs: A one-size-fits-all approach to hybrid work is unlikely to succeed. Companies should survey their employees to understand specific preferences regarding on-site days, team collaboration needs, and individual roles. This data-driven approach will help design hybrid models that maximize productivity and employee satisfaction.
  3. Invest in Technology and Infrastructure for Seamless Collaboration: For both remote and hybrid models, robust technology infrastructure is paramount. This includes reliable communication platforms, collaboration tools, and cybersecurity measures. Investing in these areas ensures that productivity and connectivity are maintained regardless of physical location.
  4. Rethink Compensation and Incentives for On-Site Work: If on-site presence is deemed necessary for certain roles or teams, companies should be prepared to offer compelling incentives. This could include enhanced compensation, improved office amenities, subsidized commutes, or unique in-person development opportunities that justify the time and cost of coming to the office [2, 49].
  5. Prioritize Employee Well-being and Inclusivity: Regardless of the work model, employee well-being should be a top priority. This includes addressing potential isolation in remote settings, managing work-life boundaries, and ensuring equitable treatment and career progression for all employees. Policies should be inclusive, accommodating diverse needs and fostering a sense of belonging.
  6. Stay Abreast of Legal and Regulatory Changes: The legal landscape surrounding remote and hybrid work is evolving, particularly in countries like Mexico. HR and legal teams must stay informed about new regulations (e.g., Mexico’s NOM-037 and the right to disconnect) to ensure compliance and mitigate legal risks [10, 11, 12, 13].
  7. Leverage Geographical Insights for Strategic Location Planning: For companies considering or expanding their physical presence in Mexico, understanding the nuances of different cities is crucial. Factors like talent availability, infrastructure, cost of living, and commuting options should guide decisions on where to establish or expand offices, especially for roles requiring on-site or hybrid presence [1, 51, 11, 15, 65].
  8. Foster a Culture of Trust and Autonomy: Successful flexible work models are built on trust. Empowering employees with autonomy over their work and trusting them to deliver results, regardless of their location, is essential for fostering a positive and productive work environment.

By proactively addressing these areas, HR and Technology Directors can develop strategic work location models that attract and retain top talent, enhance productivity, and ensure long-term organizational competitiveness in the evolving landscape of work.

8. Concluding Thoughts

The shift towards flexible work models across the Americas, particularly the dominant preference for hybrid arrangements, marks a fundamental change in the talent landscape. For HR and IT leaders, success hinges on strategically adapting policies to meet these evolving candidate expectations. By embracing flexibility, offering targeted incentives, ensuring legal compliance, and leveraging geographical insights, organizations can strengthen their employer brand, enhance productivity, and secure a competitive edge in attracting and retaining top talent. The future of work is undeniably flexible, and proactive adaptation is key to thriving in this new era.

Guiding the Way: Advice & Questions from the Community

Navigating the complex and evolving landscape of work models and talent attraction across the Americas requires strategic foresight. Drawing on shared experiences and collective wisdom can provide invaluable guidance. We’d love to hear your insights and learn from the challenges you’ve faced.

Here are a couple of questions to kick off the conversation:

💬 Adapting to the “Flexibility Premium”: Our report highlights the strong candidate preference for flexible work models. For HR and Technology leaders who have successfully transitioned to, or optimized, hybrid or remote-first strategies, what was the single most unexpected positive outcome you observed beyond increased employee satisfaction? Conversely, what was the most unforeseen operational or cultural challenge, and how did your team effectively address it?

💬 Navigating Global Talent Pools in Mexico: Given Mexico’s evolving legal framework for remote work and its growing talent hubs, what unique challenges or opportunities have you encountered when recruiting specialized tech talent in cities like Mexico City or Guadalajara for hybrid or on-site roles? What strategies have proven most effective in balancing local market preferences with global company policies, particularly concerning compensation, benefits, and the ‘right to disconnect’?

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