The share of organizations offering hybrid work has remained consistent for the last year (Gallup), despite what feels like a recent uptick in headline-grabbing office attendance mandates. But the conversation around work—hybrid or otherwise—tends to stop at “who’s in when.”
Businesses that have settled into hybrid routines, however, are adapting to the purpose behind attendance, investing in new workspaces, renovations, and amenities that support the “why?” of in-office time. The answer varies across companies, sectors, and team cultures, but by treating the policy and its purpose as design drivers — rather than just a scheduling tool — the office becomes a vehicle for advancing business goals and motivating employees to do their best work.
CohnReznick
CohnReznick’s embrace of hybrid work recentered the accounting firm’s culture around its people: how they collaborate, learn and build community — wherever that may be. The shift prompted a redefinition of the experience at its Midtown Manhattan office, a 12,642-square-foot conference center originally designed in 2016 for a very different approach to work. The renovation replaced private offices and assigned desks with spaces designed to maximize time spent in-office for decision-making and mentorship, creating an environment that responds to the evolving needs of CohnReznick’s workforce and promotes a more connected workplace culture.
CohnReznick’s office now opens with a new, hospitality-driven reception area. Upgraded and reconfigured meeting rooms—featuring enhanced technology integration, improved acoustics, and flexible layouts—replace the former maze of traditional private offices and workstations. By eliminating virtually all individual heads-down space, no one commutes to a cubicle—keeping the focus on community and collaboration. The goal is still to support productivity; it’s just measured at the team level in-office.
A large, executive-style boardroom was also added for all-hands gatherings, group trainings, client presentations, and meetings. The inclusion of this space further underscores how CohnReznick envisioned its Midtown Manhattan office as a place for meeting new people, learning new skills, and serving its partners in business. These strategic interventions communicate this purpose behind attendance, while futureproofing the firm for continued adaptability.
IPG Chicago
Inspiring collaboration was equally important to IPG Chicago in the design of its new 77,599-square-foot office at the Merchandise Mart. The workspace brings together two of its major brands, Golin and Weber Shandwick, so the program needed to support the flow of movement and ideas across the office’s dynamic layout—which includes both communal spaces and brand-specific zones.
A large reception and cafe serves as the center of daily activity; this communal space stretches the width of the plan to ensure hybrid workers on different schedules and teams share a main connection point in the office. Branching off from the cafe, dedicated work areas are centered around a new, integrated program, moving away from the traditional 1:1 desk-to-seat ratio to shake up team workflows while optimizing the use of space in accordance with IPG’s hybrid policy. Both agencies have a set of “work” seats (offices and workstations) for approximately 60% of the total headcount, supplemented by “collaboration” seats—an enclosed room or arrangement with seating for four or more people—and other alternate workpoints, such as open-plan booths and bar-height tables.
On Golin’s side, the absence of informal lounges in its large, open collaboration areas ensures each seating vignette is structured for work-focused conversation. This strategy minimizes the potential for distractions and encourages the use of the shared cafe.
Weber Shandwick opted to maintain a mix of workstations and offices, balancing shared spaces with more private settings to best suit their collaboration style and team structures. Despite their different orientations, both zones were sized and designed to accommodate days with 100% occupancy, as well as client events and presentations.
When businesses structure their attendance policies around the purpose of coming together, the workplace evolves into a catalyst for collaboration, creativity, and growth. Rather than tracking hours or enforcing presence, these organizations see office time as an opportunity for meaningful interactions, a strong corporate culture, and innovation. Companies that embrace this mindset aren’t just renovating square footage to suit; they’re redefining how physical space supports performance, engagement, and long-term success. Meeting areas, collaborative zones, and casual communal spaces encourage dialogue, spark new ideas, and create a sense of connection among employees to their company’s mission. By aligning policy with purpose, these organizations transform attendance from a requirement into a tool that nurtures both people and performance, creating an environment where individuals are inspired to show up fully, contribute their best work, and grow together.
Editor’s Note: Suzette Subance, IIDA, CID, LEED AP, is managing executive at TPG Architecture.