What: John Lewis is requiring non-store-based employees to spend more time in the office or with suppliers and customers, doubling down on in-person collaboration while maintaining a hybrid working commitment.

Why it is important: This shift highlights how retailers are rebalancing hybrid work and in-person collaboration to drive productivity, culture, and talent retention in a competitive market.

John Lewis has updated its workplace policy, instructing non-store-based employees to increase their in-person presence either in the office or with suppliers and customers, while still supporting hybrid working. The retailer’s leadership believes that greater face-to-face collaboration will accelerate its turnaround and improve business outcomes after posting a £21 million loss last year. This move aligns with broader retail sector trends, as companies recognise that structured hybrid models—balancing flexibility with intentional office presence—enhance engagement, decision-making, and staff development. John Lewis’s approach is informed by industry research showing that well-designed hybrid models improve retention, well-being, and organisational performance, while fostering a culture of trust and innovation. By emphasising collaboration, transparent communication, and value-driven employment practices, John Lewis aims to sustain a competitive edge and rebuild workplace culture in the post-pandemic era. The policy reflects the evolving expectations of both employees and employers, as retailers adapt to new realities in talent management and operational agility. 

IADS Notes: John Lewis’s renewed push for in-person collaboration, while retaining a hybrid working commitment, reflects a broader shift in retail workplace strategy as companies seek to balance flexibility, productivity, and culture. Since June 2025, John Lewis has required commercial team members to spend at least three days per week in the office, stores, or with suppliers, aligning with a sector-wide move toward more structured hybrid models (Drapers, June 2025). This approach is echoed across the industry, with major retailers like Galeries Lafayette and M&S reporting measurable gains in collaboration, decision-making speed, and staff development through increased office presence (ERE Media, June 2025; Seramount, January 2026). Research confirms that well-designed hybrid models enhance engagement, retention, and well-being, while outcome-based management and inclusive leadership are now central to talent strategy (Seramount, January 2026; Harvard Business Review, January 2026). The sector’s focus on value-driven employment practices, psychological safety, and transparent communication is helping to rebuild trust and foster innovation, even as companies navigate the complexities of post-pandemic workforce expectations (The Retail Bulletin, May 2025; Harvard Business Review, April 2025). John Lewis’s policy, emphasising collaboration and flexibility, demonstrates how retailers are adapting their workplace models to drive performance, retain talent, and sustain a competitive edge.

John Lewis doubles down on back-to-office drive, but retains hybrid working commitment