RESOURCES
Key Research Findings
Manager–employee relationships are dynamic — but telework does not weaken them
Relationships with managers are not fixed: they can strengthen, deteriorate, and fluctuate over time. Greater instability is associated with declining relationship quality. Yet, working remotely more often does not inherently weaken these relationships, and may even make established relationships more stable.
How managers stay connected matters
In hybrid work, conversation beats observation. Two-way check-ins, meaningful discussions, and reciprocal exchanges are associated with stronger manager–employee relationships, while observational monitoring and control are associated with less desirable relationships.
Visibility is not the same as contribution
When employees are less visible, they may feel pressure to prove that they are working through rapid responses, frequent updates, and constant availability. At the same time, managers may rely on visibility and responsiveness as proxies for performance, creating additional pressure and risks of recognition and evaluation bias.
Hybrid work needs hybrid HR practices
Hybrid work requires more than flexibility. Organizations need clear expectations, consistent policies, and fair, outcome-based evaluation systems. HR can help reduce proximity bias by coordinating feedback, recognition, office routines, and performance practices across work locations.
Effective leaders know when to be present — and when to step back
Effective hybrid leadership is not about constant supervision. Employees differ in how much interaction, support, and visibility they need. Managing hybrid work is about balancing connection and autonomy and adapting to employees’ needs, providing support and presence when they matter, while giving employees autonomy and space to work independently.
State of Remote Work Today
WFH Research
The ongoing Survey of Working Arrangements and Attitudes (SWAA) explores trends in remote work among U.S. employees. Here are some of the key insights from their May 2026 update:
In the Past Year: 12% of Full-Time Employees Were Fully Remote,
62% Were Full-Time on Site, and 26% Were in a Hybrid Arrangement
Job satisfaction peaks when employees work from home as much as they would like (+/- 2 days/week)
Employers Offer Fewer Fully Remote Jobs and More Fully Onsite Jobs Than Employees Want
Working from Home is Most Prevalent in Finance, Tech, and Professional and Business Services Sectors
For more details, you can check out WFH Research Website
Source: Barrero, Jose Maria, Nicholas Bloom, and Steven J. Davis, 2021. “Why working from home will stick,” National Bureau of Economic Research Working Paper 28731.
“Work is no longer a place you go. It’s something you do.”
— Stewart Butterfield, co-founder of Slack, 2021
European Statistics
Eurostat illustrates the percentage of employed persons working from home across European countries, categorized by sex, age, and professional status.
Remote work is more common in France than in Europe In 2025, 24.4% of employees in France sometimes worked remotely and 11.1% did so regularly, compared with 14.2% and 8.8% in Europe.
The trends of working remotely can be seen as fluctuating from 2015 to 2024, with the more frequent remote workers going down, while workers sometimes working from home showed an increase.
For more detailed data, check out the Eurostat website.
Source: Eurostat
“There is no one-size-fits-all solution.” — Joe Whittinghill, Microsoft.
Managerial Implications
Remote Work Is Here to Stay
Data from WFH Research shows that about 25% of paid workdays in the U.S. in April 2026 were remote, with hybrid arrangements now the most common setup for those who can work remotely. This signals a permanent shift, requiring managers to rethink supervision and performance metrics that do not rely on physical presence.
Leadership Development Must Prioritize Remote Coaching Skills
According to Gartner, 75% of HR leaders say managers are overwhelmed with the expanding scope of their responsibilities, and only 36% believe current leadership development is effective at preparing leaders for future changes. In remote settings, leaders must be trained not just to manage tasks, but to coach employees, foster connection, and support mental well-being from a distance.
Trust and Autonomy Must Replace Surveillance-Based Management
With fewer days in the office, micromanagement erodes engagement. Microsoft's 2022 Report warns against the rising use of surveillance technologies, which can undermine employee trust and autonomy. Managers must shift from control to empowerment, focusing on outcomes and encouraging autonomy, while maintaining accountability through clear goals and regular feedback loops.
Leaders Should Keep Up With Evolving Employee Expectations
Over half of managers in Microsoft’s global Work Trend Index reported that leadership at their company is out of touch with employee expectations. Half of surveyed leaders plan to require full-time in-person work, despite 52% of surveyed employees being likely to consider going hybrid or remote in year ahead (Microsoft WTI, 2022). Organizations with means for employees to communicate upwards build stronger organization-employee relationships and are more resilient.
Sources:
Barrero, Jose Maria, Nicholas Bloom, and Steven J. Davis, 2021. “Why working from home will stick,” National Bureau of Economic Research Working Paper 28731.
Gartner. "Top 5 Priorities for HR Leaders in 2025"
Microsoft. "New Future of Work Report 2022"