EY and other leading professional services firms are encouraging junior employees to spend more time working in the office to develop essential interpersonal skills, which industry leaders say are becoming increasingly important in a workplace transformed by artificial intelligence (AI).

While EY has not formally altered its work-from-home policy, partners at the firm have begun emphasizing to younger consultants the value of “meaningful time spent together” in the office for personal and professional growth. The message comes amid a broader industry consensus that as AI automates technical and data-driven tasks, softer skills — such as client interaction, communication, and presentation — will become the key differentiators for winning business.

Sayeh Ghanbari, EY’s UK head of consulting, highlighted that relying heavily on home-based work is “not the route to success in the world of AI.” She stressed that consultants must “be good at what we’re really good at, which is to be human,” underscoring the difficulty of cultivating these skills remotely.

Similarly, Callum Licence, head of advisory at KPMG UK, pointed out the pivotal role of learning from experienced colleagues early in one’s career. He said this kind of direct mentorship is “more important than ever” in a landscape shaped by AI. KPMG has responded by enhancing its training programs to prioritize face-to-face learning and by including additional managers in client meetings to expose junior staff to real-time client engagement and professional judgment.

Despite these internal initiatives encouraging greater in-office presence, both EY and KPMG maintain their commitment to flexible working arrangements. A spokeswoman for EY stated the firm would not change its “longstanding approach to flexibility” but acknowledged that more office time could strengthen skill development, relationship building, and client service.

The emphasis on in-person collaboration is echoed across other sectors. Jamie Dimon, CEO of JP Morgan Chase, has advocated for younger bankers to be physically present in offices to learn professional judgment from senior colleagues. Meanwhile, Satya Nadella, CEO of Microsoft, has noted that the rise of AI has increased the importance of office work.

Firms have also observed that the cohort of employees who entered the workforce during the pandemic, when remote work was widespread, have been slower to acquire soft skills compared to prior groups who joined under more traditional working conditions. In response, companies have introduced targeted training sessions aimed at improving junior staff’s abilities to present and communicate effectively with clients. Senior employees, who may have experienced some skill erosion during extended periods of remote work, have also been encouraged to participate in these developmental opportunities.

While there is a push to highlight the benefits of office presence for skill acquisition, most firms remain cautious about revising hybrid work policies amid competitive pressures to continue offering flexible arrangements. This reticence suggests that, despite concerns over remote work’s impact on skill development, flexibility will remain a central feature of the post-pandemic workplace.