The workplace is evolving at a rapid pace, but for Africa’s young professionals, the office remains a vital part of their career journey. While hybrid and remote working models continue to shape the global workforce, research suggests that employees under 25 still see significant value in the traditional office environment.

An international study by Leesman indicates that more than half (51%) of young professionals spend at least three to five days a week in the office, reinforcing the importance of physical workplaces in professional development, social connection, and overall employee engagement. But how does this translate in an African context?

Redefining the Office: A Key Catalyst for Gen Z’s Success

Unlike older generations who spent years in traditional work settings before transitioning to remote work, today’s young employees entered the workforce at a time when virtual meetings and home offices were already commonplace. Unsurprisingly, their experience of remote work is markedly different.

According to international data, 78% of employees under 25 believe the office fosters a sense of community, an insight that African organisations cannot afford to overlook. Why? Because workplace community directly influences productivity. Employees who feel a strong sense of belonging at work report productivity levels of 91%, while those who feel disconnected see productivity plummet to 43%.

In Africa, where collaboration, mentorship, and networking are deeply embedded in our social fabric and professional culture, the role of the office as a meeting place is even more critical. Young employees are looking for environments where they can learn from experienced colleagues, receive real-time feedback, and build their professional identity.

Learning by Observing: The Challenge of Remote Work for Young Professionals

Learning is not just about online courses and structured training; it’s a social process. One of the biggest advantages of working in an office is the ability to absorb knowledge through observation, informal conversations, and mentorship.

International research shows that 92% of employees say they learn effectively from others in an office environment, compared to just 74% at home. This means more than a quarter of young employees feel unsupported in their learning when working remotely.

In an African context, where skills development is a national priority and unemployment remains high among youth, organisations must ensure that young professionals receive the hands-on experience necessary to thrive. The skills transfer that happens in an office setting is invaluable, especially in industries where collaboration and mentorship drive success.

The Home Office Reality: Not Always a Viable Option

While remote work offers flexibility, it also introduces practical challenges. In Africa, these challenges are even more pronounced. Many young professionals live in shared spaces, making it difficult to create a dedicated work environment. Additionally, load shedding and unreliable internet access add another layer of complexity, making remote work a less practical option for many.

Beyond infrastructure issues, remote work can also lead to disconnection. Studies show that 30% of employees under 25 feel isolated from their organisation when working remotely, which affects engagement and long-term career growth. While digital tools may facilitate communication, they don’t always create the deep professional relationships that young employees need to thrive.

The Need for Feedback: A Key Driver of Engagement

Gen Z is often referred to as the ‘instant feedback generation,’ and their workplace expectations reflect this reality. Regular feedback isn’t just a nice-to-have; it’s a necessity. Employees under 25 thrive in environments where they receive continuous guidance and recognition. Without it, they risk feeling disconnected from organisational goals and uncertain about their professional progress.

While remote work platforms enable scheduled check-ins, they often lack the spontaneity and immediacy of in-person interactions. Whether through casual conversations, mentorship, or formal performance reviews, the office provides a structured framework for feedback that keeps younger employees engaged and motivated.

Balancing Hybrid Models with Employee Needs

As African businesses refine their workplace strategies, it is essential to recognise that a one-size-fits-all approach will not work. Hybrid models must evolve with an understanding of how different employee groups interact with their environments. For younger employees, connection, community, and structured learning are essential for professional success.

Employers who fail to acknowledge these needs risk lower productivity, disengagement, and increased staff turnover. Instead, organisations should focus on creating a balanced approach—one that offers flexibility while maintaining the benefits of in-person collaboration.

The future of work is not just about where employees work; it’s about how they work best. By fostering an environment where employees feel supported, connected, and empowered, African organisations can build a workforce that doesn’t just adapt to change but thrives in it.