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This blog is part of our Truth vs. Trend series.

Employees value autonomy and flexibility, which can help them achieve more of what they seek. Yet, according to the American American Psychological Association Association, one in three employees says they don’t have enough flexibility at work to maintain a healthy balance between their professional and personal lives. In recent years, many organizations have adopted fully remote or hybrid (where employees split their time between the office and remote locations) work models to offer greater flexibility. In a 2025 survey by the International Foundation of Employee Benefit Plans, 76% of respondents said the top reason for offering flexible work arrangements, such as remote and hybrid work, is to provide employees with greater work–life balance. As reported by Gallup, currently 28% of U.S. work locations operate exclusively remotely, and 51% follow a hybrid approach. With the trend in these models now mainstream, are employees truly finding autonomy, flexibility, and balance, or are the lines even more blurred than they were before?

Benefits of Remote and Hybrid Work

Working from home has brought new opportunities and excitement for many. It has eliminated long commutes for some and provided more time with friends and family for others. It’s also made room for everyday conveniences, such as throwing in a load of laundry between meetings or squeezing in a lunchtime workout. Not only that, but globally, fully remote workers report the highest engagement levels levels at 31%, compared to 23% among hybrid employees. Although fully remote workers report higher engagement levels, Gallup finds that six in ten employees whose jobs allow remote work actually prefer a hybrid arrangement, while only one-third favor being fully remote. The top benefits among hybrid work include:

• Improved work–life balance
• Better use of time
• Less burnout/fatigue at work
• More autonomy to decide when and where to work
• Increased productivity
• Decreased Decreased resignations.

Challenges of Remote and Hybrid Work

While some enjoy the benefits of working outside the office, that's not the reality for everyone. It presents challenges for employers and individual employees alike. According to the same International Foundation survey, 45% of respondents report the biggest barrier is ensuring fairness for all staff. Employee well-being is another concern. In the same Gallup report where fully remote workers noted high engagement, only 36% say they are “thriving” when referring to their well-being. Many also report higher stress levels, and a significant portion are actively seeking new job opportunities. Remote and hybrid work have presented additional challenges,, further calling into question the idea of balance, including:

• The always-on work schedule: Having access to the tools and resources to work remotely has perhaps created more flexibility and autonomy, but it has also made it easier to work longer hours—and more difficult to fully disconnect. According to a recent Microsoft Microsoft report, 40% of remote workers are online by 6:00 a.m., one-third are still checking their emails at 10:00 p.m., and one in five logs in over the weekend.
• The interrupted workday: Technology has made it remarkably easy to maintain constant connection with employees, teams, clients, and others throughout the day. In fact, between emails, chat messages, phone calls, and meetings, remote employees face, on average, an interruption every two minutes. Daily, on average, employees receive 117 emails and 153 Teams messages, according to the Microsoft report.
• The urgent, reactive workstyle: Messaging platforms and virtual meeting tools have contributed to cultures where instant replies are often expected, and impromptu meetings have become the norm. This can make it difficult for employees to transition from one focus to another and to plan and prepare in the way they might prefer, reducing the ability to think clearly.

Recommendations for Managing Remote and Hybrid Work

While some remote and hybrid employees may report high engagement, this does not necessarily mean that they are thriving or experiencing true balance and flexibility in their work. A large Stanford study study suggests that the challenges with remote work often arise when it isn’t managed effectively. To better support balance and promote autonomy and flexibility, consider the following strategies.

• Implement remote/hybrid work policies: Consider including clear guidelines for work–life balance, including defined start and end times for the workday, to encourage healthy work boundaries.
• Provide structured support: Although greater autonomy can lead to higher engagement, too much autonomy without adequate support can increase stress and burnout due to unclear expectations and a lack of boundaries. Providing structured support, such as regular touchpoints with leaders, can help maintain healthy communication and workflow.
• Encourage meaningful connection: When employees are not in the office, especially those who are primarily remote rather than hybrid, social interactions do not happen as organically as they would in an in-person setting. Consider planning intentional ways to foster connection and build relationships.
  

So, does flexibility bring more balance—or simply more work? How much of that depends on the individual employee, and how much falls on the organization? And where does culture fit into all of this? As the lines of work and life continue to blur, these questions matter more than ever. Establishing a thoughtful approach to remote and hybrid work models can provide meaningful support, reinforce healthy boundaries, and help shape a positive culture where employees can truly thrive.

Resource

Flexible and Part-Time Benefits 2025 Survey Report