Hybrid work has stabilized in recent years, leveling out since the end of 2022, with about half of workplaces choosing to maintain hybrid models in the post-pandemic era, according to a Sept. 2 report from Gallup.
For instance, hybrid work slightly decreased during the past two quarters, shifting from 55% to 51%, while fully on-site work and fully remote work each increased by two percentage points.
In addition, on-site remote-capable employees said their team has spread across different work locations, increasing from 13% in 2023 to 27% in 2025.
“While return-to-office headlines may grab attention, most organizations are navigating the hybrid era with flexibility,” according to the Gallup report.
“Many employers — now familiar with the pros and cons of the hybrid work model — are letting managers, teams and individuals work out the details,” Gallup said. “Even so, team coordination and trust remain defining management challenges that will shape the future of hybrid work.”
Based on Gallup’s analysis, hybrid workers appear to be coming into the office more often, with the average spending 46% of their workweek in the office, or about 2.3 days per week. That increased from 42% in 2022, with the change occurring in 2023 and no shift seen in 2024.
Hybrid work scheduling seems to be split almost equally among those who make their own schedule (34%), those whose manager or team decides the schedule (35%) and those whose leadership determines their schedules (31%).
Notably, workers who determine their own schedule or whose team determines their schedule were more likely to see the arrangement as fair, Gallup found. At the same time, employees with self-determined schedules were more likely to say they face challenges with burnout, fatigue and work-life balance.
“In other words, hybrid work models work best when teams, not individuals, decide the rules,” Gallup found. “When teams establish shared norms, people are more productive and less anxious.”
Hybrid arrangements often work best when employees are involved in scheduling decisions, a June Cisco report also found. Top talent said flexibility and clear communication remain top priorities.
Management style makes a major difference in managing hybrid work successfully; managers who lead with empathy are more likely to boost team performance and productivity among remote and hybrid workers, according to a study from Durham University and Athens University. Managers can close the psychological distance in the workplace by creating employee structure, showing consideration and communicating their vision clearly, the researchers found.
As hybrid work trends stabilize, fewer HR professionals say flexible work factors into their talent acquisition strategies. However, HR experts noted the value of meeting candidate demand for flexibility, including when and where they work.
