Workday says hybrid work is now the default for most employers

monday.com’s careers page lists 171 jobs in 17 locations and 17 teams, with most teams spending three days a week together in the office and the rest of the week flexible. Hybrid work is no longer a perk companies hand out; it is the default operating model they have to design. Workday says nearly 9 in 10 employers now offer some form of hybrid arrangement in 2026, while only about 25% of job seekers would even consider a five-day office requirement. For monday.com, where engineers, product managers, and sales teams already split time between locations, that turns hybrid from a policy question into a day-to-day execution problem.

Hybrid now sets the baseline

The labor market has already made its preference clear. Legacy in-office assumptions still shape how many employers design employee experience, even when the workforce is no longer organized that way. Robert Half found that 38% of professionals are looking or planning to look for a new role in the first half of 2026, which means weak hybrid execution can turn into turnover fast.

That matters at monday.com because the company is not managing a small satellite team spread across a few time zones. Its footprint makes informal, hallway-based coordination impossible to scale.

What hybrid teams actually need

Workday’s framework centers on five deliberate choices: employee experience, skills-based development, analytics, collaborative technology, and a hybrid-first culture. Taken together, those are not soft HR concepts. They are the operating rules that replace the unwritten habits people pick up only when they sit in the same office every day.

Gallup’s 2025 Global Workforce Survey found that just 23% of hybrid employees are engaged. If managers rely on who is visible, who talks the loudest in meetings, or who happens to be in the office most often, the system quietly rewards proximity instead of performance.

For monday.com employees, that means the basics need to be explicit. Communication norms, meeting cadence, decision rights, and documentation standards cannot live in people’s heads. In a hybrid environment, visibility of work has to come from systems, not from sitting near the right person.

What this looks like for engineers, product managers, and sales

The framework becomes practical only when it reaches the work itself. Engineers need a shared standard for when to write things down, how code reviews move, and how incidents are coordinated when not everyone is online at the same time. Product managers need decision processes that work across design, engineering, go-to-market, and support, not just in a room full of people who happened to be in the office that day.

Sales teams have a different problem, but the same root cause. Pipeline reviews, customer handoffs, and account planning all break down when updates live in scattered chat threads or private conversations. Hybrid work forces those rituals into the open, which is annoying at first and useful later because it makes the process repeatable.

That is where collaborative technology stops being a nice-to-have and starts being infrastructure. monday.com’s own business is built around work management software.

Why monday.com’s own footprint matters

In its March 13, 2026 annual report filing, the company said its principal executive offices are in Tel Aviv and that it had 51,160,822 ordinary shares outstanding as of December 31, 2025. The filing lists office space in New York City, Denver, São Paulo, London, Warsaw, Sydney, Melbourne, Tokyo, Paris, Munich, and Singapore, and plans to open office space in Atlanta in 2026.