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As hybrid work transitions from experimental to mainstream, many HR leaders find themselves at the center of a new style of working.
Cisco’s Global Hybrid Work Study 2025, encompassing over 21,000 employees and employers across 21 countries, reveals both the challenges organizations face and a clear path forward—one that Kelly Jones, Cisco’s chief people officer, believes hinges on intentionality, technology and trust.
“As organizations continue to navigate hybrid work, it’s clear that one size does not fit all,” Jones explains. Her perspective offers a blueprint for HR leaders grappling with similar challenges.
What high performers want
Jones’ insights align with one of the study’s key findings: Top contributors demand access to remote work. Half of the leading performers work at organizations requiring fewer than three days in the office, and 63% would accept a pay cut for more remote flexibility.
“High performers thrive when they have the autonomy to choose the work environment that best suits their needs,” Jones notes, “whether it’s remote for focus and productivity or in-office for collaboration, mentorship and innovation.”
For HR leaders, this means moving beyond blanket policies to create what Jones calls “intentional in-office experiences”—designing compelling reasons for employees to choose the office when
