Victoria’s two‑day‑a‑week work‑from‑home laws are turning hybrid work from a “nice to have” into a regulated right, forcing HR leaders to rethink role design

Victoria’s move to legislate a minimum two days’ work from home (where possible) is set to reshape how employers think about flexibility, policy and employee expectations.

While the changes are still being digested, HR leaders are already weighing up what the reforms mean in practice – especially in sectors where hybrid work is well‑established, and in organisations juggling very different types of roles.

Two senior people leaders – Jason Bowers, head of people partnering at ForHealth Group, and Alex Cass, human capital client leader at Aon, believe the laws bring both welcome clarity and real implementation challenges, particularly for small and mid‑sized employers.

From “perk” to entitlement

Cass said the legislation formalises a shift that has been under way since the pandemic.

“Hybrid work is no longer a perk. It is part of how many roles now operate. Many employees see it as supporting participation and balance,” she said.

The changes move work from home from a discretionary benefit into something more akin to a right that must be considered and managed systematically.

“This shifts work from home from something employees ask for to something that requires clearer and fairer decision‑making,” Cass explained.

“For employees, it provides certainty where flexibility is already working. For employers, particularly...

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