Scottish Civil Service Faces Morale Crisis Amid Remote Work Policies

London, United Kingdom Jul 23, 2026 ALN: The civil service in Scotland is currently grappling with a significant morale crisis, as highlighted by recent internal surveys that reflect employee dissatisfaction with the Scottish Government’s hybrid working policy, leadership, and the overall culture within the organization. This situation has prompted concerns from both employees and trade unions, leading to a call for urgent action to address the underlying issues affecting staff morale.

Since October of the previous year, over 9,000 core civil servants were instructed to return to the office for at least 40% of their working week, a policy aimed at reintegrating staff into physical workspaces after an extended period of remote work due to the COVID-19 pandemic. However, this hybrid working arrangement has sparked considerable friction among civil servants, trade unions, and the Scottish Government, with many employees finding it difficult to comply with the two-day office attendance requirement.

An internal staff survey has revealed alarming trends, indicating a growing number of civil servants expressing a desire to leave the organization either immediately or within the next year. The primary reasons cited for this discontent include perceptions of “poor leadership” and dissatisfaction with the “organisational culture.” The survey assessed nine different themes related to employee experience, with eight of those themes showing a decline in employee sentiment. This decline encompasses critical areas such as management effectiveness, pay and benefits, and experiences of bullying and discrimination.

Of particular concern is the reported increase in the number of civil servants feeling discriminated against based on their working location, which surged by 47.2% within a year. Complaints rose from 89 in 2024 to 131 in 2025, indicating a troubling trend in workplace dynamics. As a result of these findings, senior leadership within the Scottish Government has been alerted to the existence of “serious challenges” in addressing cultural concerns, prompting a need for introspection and reform.

The survey results further indicated that the percentage of civil servants wishing to leave the organization increased by two percentage points, reaching 12% compared to the previous year. This uptick is particularly concerning, as it reflects a broader trend of disengagement among staff, which could have long-term implications for the efficiency and effectiveness of the civil service.

In response to the survey results, one civil servant expressed their frustration on the Scottish Government’s internal communication platform, Saltire. They emphasized that the findings indicate a profound leadership and cultural challenge rather than a mere temporary decline in morale. They asserted that the continuous failure across eight of the nine surveyed themes signals deeper systemic issues that cannot be resolved through superficial measures or optimistic reassurances. Instead, they called for genuine reflection and meaningful action from management to rebuild trust and foster a more supportive work environment.

Another employee echoed these sentiments, suggesting that the civil service has become “increasingly top-heavy and centralised,” which undermines efforts to enhance morale and empower staff to effect meaningful change. This perspective highlights a growing concern that the organizational structure may be inhibiting flexibility and responsiveness, thereby contributing to employee dissatisfaction.

Many civil servants have voiced that morale within the Scottish Government workforce has reached an all-time low, with some pointing to “unevidenced changes” in the hybrid working policy that have exacerbated feelings of discontent. This sentiment reflects a broader concern that the policies implemented by leadership may not align with the needs and preferences of the workforce, further alienating employees.

In light of these findings, Permanent Secretary Joe Griffin, who heads the civil service, acknowledged the need for the Scottish Government to “strengthen how we lead and support colleagues through some of the changes we have made.” He clarified that there are currently no penalties for staff who do not meet the two-day office attendance requirement, following compromises reached with trade unions. This lack of enforcement may contribute to the perception that the hybrid working policy is ineffective, as civil servants continue to prefer remote work options.

Despite the challenges, the Scottish Government continues to maintain its office buildings, incurring significant costs to taxpayers, which have exceeded £41.8 million since the 2020-21 fiscal year. Reports have indicated that actual attendance rates in government offices have been dismally low, with only 25% attendance recorded at 5 Atlantic Quay in Glasgow on peak days, while attendance plummeted to as low as 5% on certain weekdays. Such figures have led to mockery among civil servants, who have characterized the policy as “humanely insensitive.”

Political responses to the situation have varied, with Craig Hoy, the finance spokesman for the Conservative Party, criticizing the Scottish National Party (SNP) ministers for losing control over the civil service. He argued that the survey results serve as a stark reminder of the discontent within the workforce and called for immediate action to address the growing concerns. Hoy emphasized that taxpayers deserve a motivated civil service capable of delivering quality results for frontline services.

In response to the survey findings, a spokesperson for the Scottish Government acknowledged the value of the People Survey in providing insight into employee experiences in a challenging and evolving environment. They reaffirmed the government’s commitment to learning from the results and taking meaningful action to improve the organization’s culture and effectiveness in serving the people of Scotland.

Managers and senior leaders are reportedly engaging with staff regarding their survey responses and other relevant matters, aiming to implement changes based on employee input. However, the effectiveness of these engagements remains to be seen, as many employees express skepticism about the sincerity and impact of such dialogues.

The current morale crisis in the Scottish civil service underscores the pressing need for a reevaluation of leadership strategies and organizational culture. As the workforce navigates the complexities of hybrid working arrangements, it is imperative that the Scottish Government fosters an inclusive and supportive environment that values employee contributions and addresses their concerns. Failure to do so may result in continued disengagement and attrition, ultimately hindering the effectiveness of the civil service in fulfilling its mission to serve the people of Scotland.