PwC CEO: work-from-home young workers stifled
Work-from-home policies are creating adverse consequences for young workers at the start of their careers, according to PwC Chief Executive Marco Amitrano. The impact on work-from-home young workers is a growing concern for industry leaders.
Speaking recently, Amitrano highlighted how these policies are inadvertently holding back the development of young workers, a concern that echoes sentiments previously voiced by his predecessor and aligns with broader industry trends.
The impact of work-from-home on young workers
Marco Amitrano, who took the helm as Chief Executive of PwC in 2024, has been vocal about the subtle but significant drawbacks of remote work, particularly for those just starting out. He told The Times that while the initial shift to home working was well-meaning, it has led to unforeseen challenges.
Amitrano stressed that a misplaced focus on mental health and wellbeing might have inadvertently worsened the situation. He emphasized the importance of employers actively engaging with staff rather than simply allowing them to “just go home,” where, he argued, they become “out of sight and out of control.”
This perspective isn’t new within PwC. Kevin Ellis, the former UK Chairman and Senior Partner, repeatedly raised similar concerns. As far back as June 2023, Ellis reportedly told 25,000 staff during a livestream on artificial intelligence (AI) that a greater in-office presence would be essential for junior staff to distinguish themselves from AI-driven automation.
He believed AI could “fast-track year one trainees to year three” by handling foundational tasks.
PwC itself updated its flexible work policy on 2023-09-04, expecting employees to spend an average of 40-60% of their time co-located with colleagues, whether in offices or at client sites. This policy, which officially came into force in January 2025, generally translates to a minimum of three days a week in the office, an increase from previous recommendations.
AI’s accelerating impact on junior roles and in-office learning
The rise of artificial intelligence significantly complicates the landscape for young workers. Kevin Ellis frequently pointed out that AI is increasingly automating the routine tasks that once formed the bedrock of junior training and development within professional services.
He argued that without these “tasks that in the past our more junior staff trained and cut their teeth on,” the traditional career path is disrupted. This shift means mentorship and face-to-face interaction become even more critical for skill acquisition and advancement.
Ellis asserted in January 2024 that if those entry-level tasks are removed, firms “somehow got to get people through the career path faster.” His solution was simple: “It’s a lot more face-to-face time being important and a lot more developing. So you have to get people in the office more working together.”
Indeed, he personally recommended that junior staff aim to be in the office four to five days a week to maximise their career success. This strong emphasis highlights a growing belief among senior leaders that physical presence fosters invaluable informal learning and networking opportunities.
The urgency of this issue is underscored by PwC’s own data. A PwC report showed 42% of UK CEOs had implemented AI technology in the last 12 months, compared to a global average of 32% in 2023. This rapid integration means the impact on junior roles is already being felt across sectors.
The evolving capabilities of AI search and its potential effects on various industries are topics frequently discussed in international news reports.
Young workers face isolation and development gaps
Beyond the strategic implications of AI, the practical realities of remote and hybrid work also present direct challenges for young professionals. Research consistently indicates that these working models can impede the formation of crucial workplace relationships and mental well-being for younger employees.
Approximately 48% of 18 to 24-year-olds report that hybrid working makes it harder to build connections with colleagues and managers. More than half of employees under 35 feel less connected to their organisation due to hybrid arrangements, a figure that jumps to 52% for 18-24 year olds.
This sense of detachment can lead to loneliness; the proportion of young people feeling isolated due to remote work increased from 42% in 2025 to 47% in 2026. Informal learning, such as observing senior colleagues or receiving immediate feedback, often gets lost in virtual settings. Over two-fifths (43%) of young workers worry fewer face-to-face interactions are limiting their development.
These worries manifest in broader societal challenges. Amitrano’s comments on young people coincide with rising concerns about the number of 16 to 24-year-olds in the UK who are not in employment, education, or training (NEETs). Roughly a million young people fall into this category, a figure Amitrano described as “too high.”
While PwC maintained its commitment to hiring young talent, taking on 1,300 graduates this year, it did reduce its graduate intake from 1,500 last year due to tough market conditions. The broader challenge of youth unemployment and engagement remains a significant national issue, impacting long-term economic stability and social cohesion.
Corporate pushback and government’s contrasting stance
PwC is far from alone in adjusting its post-pandemic working arrangements. Many prominent employers are now actively encouraging or mandating a return to the office, driven by concerns over productivity and the professional development of their younger workforce.
Hargreaves Lansdown, the UK’s largest DIY investment platform, is set to require its 2,400 employees to be in the office three days a week starting in January 2027. This marks a shift from their previous policy, which lacked a minimum attendance requirement, aiming to boost collaboration and efficiency.
Similarly, Barclays initially ordered its 45,000-strong workforce to increase in-office attendance from two to three days a week from October 5. However, the bank pushed back this date until next year following significant union resistance and employee pushback, highlighting the complexities of implementing such changes across large organisations.
The complexities faced by large corporations can sometimes echo the challenges seen in other major legal and financial cases, such as the dismissal of high-profile lawsuits involving financial entities.
Complicating this corporate push for office returns is the UK government’s proposed legislation. The government plans to make it harder for employers to prevent staff from working from home. A new law would mandate that employers meet face-to-face with employees requesting remote work and provide a “justifiable reason” to deny such requests.
This legislative move suggests a divergence from the corporate trend, seeking to enshrine employee flexibility.
Charting a path for future talent development
The divergence between corporate desire for increased in-office presence and government efforts to protect flexible working highlights a fundamental tension in the post-pandemic labor market. For firms like PwC, the imperative is clear: ensure the next generation of professionals receives the informal training, mentorship, and collaborative opportunities necessary to thrive, especially as AI reshapes entry-level tasks.
The stakes are high. The long-term health of professional services hinges on its ability to cultivate skilled and adaptable talent. If young workers are indeed being held back by remote policies, it could lead to a deficit in leadership and expertise down the line.
PwC US CEO Paul Griggs also weighed in on the issue in August 2026, stating that employees learning beyond office hours are more likely to progress, though this drew criticism about potential burnout.
Finding the right balance will require nuanced approaches from both employers and policymakers. Companies may need to rethink how they structure in-office time to maximize its developmental benefits, rather than simply mandating presence. Meanwhile, the government’s role in safeguarding employee rights must also consider the documented impacts on career progression and skill development.
The debate over remote work’s true costs and benefits continues to evolve, especially for the youngest members of the workforce who stand to gain or lose the most from the decisions made today. Their ability to connect, learn, and grow professionally will shape not only their individual futures but also the collective economic landscape.
The broader impact of technology on employment and skill development is a global concern, mirrored in discussions about funding and investment in AI companies.