Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
Full-time employees in roles that can be done remotely are spending less time working than before the pandemic, according to recent research drawing from the American Time Use Survey.Â
Between 2019 and 2022, those in highly remote jobs cut their workday by nearly an hour on average. Some of that time went to rest or personal activities — far more than could be explained by shorter commutes.
Certain groups are seeing steeper declines. Single men over 45 working remotely, for instance, are putting in over two hours less per day than they did pre-pandemic. Remote-working women without college degrees are also logging significantly fewer hours, according to Gallup.Â
Output Isn’t Falling — At Least Not Everywhere
Despite the dip in hours, productivity isn’t necessarily taking the same hit. Researchers found that when workers land in roles suited to their strengths — something remote work arrangements often make easier — overall output per employee may actually improve.
This isn’t because employees are working harder at home, but because businesses can hire more effectively across geographies. In other words, remote setups help organizations tap into a wider, more qualified talent pool. That alone can improve results.
However, the quality of management plays a big role in how this flexibility works in practice. Studies show that workers respond better to tech-based changes when managers cultivate trust and clarity.Â
That’s especially important for remote teams, where clear expectations and communication must replace day-to-day oversight.
Some Employees Need Proximity to Thrive
While remote work can work well for experienced professionals, it’s less ideal for newcomers or younger employees still figuring out workflows or navigating team dynamics. Being in the same space as colleagues helps build connections, share ideas, and accelerate learning — things that can get lost over video calls.
The same is true for job functions that rely heavily on collaboration or real-time problem-solving. In those cases, in-person work often still outperforms remote arrangements.
Why Workers Still Prefer Remote Options
Even if working remotely doesn’t boost performance across the board, it remains a powerful incentive for employees. Many cite flexibility and work-life balance as top reasons for preferring hybrid or remote options.Â
For workers dealing with poor managers or low-trust environments, being remote can also help ease stress or avoid friction.
Still, culture and leadership matter more than where someone logs in. Research suggests that job satisfaction is tied more to feeling appreciated and supported than to working from home. Remote work can paper over leadership flaws, but it doesn’t fix them.
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A Strategy That Needs Fine-Tuning
Organizations hoping to get the most from flexible work policies should treat remote work as a tool, not a cure-all. They should take stock of the tasks that require collaboration, assess employee roles, and design a model that supports high performance rather than assuming one setup works for all.
Working less doesn’t always mean producing less. But as employee engagement declines and time spent on work dips, companies will need to stay vigilant. A thoughtful approach to flexibility, paired with strong leadership, will separate the winners from the rest.
