Hybrid or remote work no longer surprises anyone. Are you doing it right?

Just a few years ago, offering hybrid or remote work was a unique value proposition that only a few companies could offer. Today, things have changed radically: for a large part of the workforce, especially digital talent, working from anywhere is no longer a luxury but a baseline expectation.

This new context has pushed HR teams to rethink not only how to attract talent, but how to structure, regulate and maintain a healthy work culture in flexible environments. And it is no longer enough to allow remote or hybrid work: it must be managed well.

In this article, we explore how this model has evolved, what workers actually expect, the most common mistakes organizations make when implementing it, and how HR can lead this shift with vision, structure and legal clarity

From novelty to norm: remote work and its hybrid version

For a long time, hybrid or remote work was a privilege reserved for certain profiles or “disruptive” companies. But the pandemic accelerated a structural change: millions of employees showed that working outside the office was not only possible but often more effective.

Today, either hybrid or remote work models are far from being exceptions: they have become standard expectations. According to Eurofound (2024), hybrid work is now the dominant model among remote-capable roles, with 44% of employees working partially from home and partially from the office. Meanwhile, the number of fully remote workers has decreased slightly since the pandemic peak, showing that hybrid models are stabilizing as the new norm.

For many workers, going to the office regularly is no longer necessary. What they value is flexibility, autonomy and trust. Companies that remain tied to compulsory in-office models risk falling behind in the talent war.

But this transformation—from exception to norm—involves much more than just changing the physical location: it demands adapting culture, technology, team dynamics, and internal policies. It’s no longer about “allowing” remote work; it’s about managing it with intent, structure, and strategic vision.

In this new landscape, the challenge is not whether hybrid or remote work is offered, but how it’s structured, regulated, and aligned with organizational goals. This is where HR (and leadership) plays a vital role.

What workers expect today: real flexibility, not just promises

For many professionals today, especially in digital or knowledge-based roles, hybrid or remote work is not a negotiable benefit: it’s a baseline expectation. And the data supports this.

According to Eurostat, in 2023 about 22% of employed people in the EU worked remotely at least some of the time—a significant shift compared to pre-pandemic levels. Surveys show that while full remote work is declining from pandemic highs, hybrid work is solidifying as the preferred model for many employees, particularly those in remote-capable jobs.

• According to a recent Gallup indicator, among employees with positions that are susceptible to being remote — the ‘remote-capable’ — approximately 6 out of 10 prefer a hybrid model.
  
• Specifically, Gallup notes that today, about 55% of these employees work in a hybrid mode, while 26% work completely remotely and only 19% continue with a fully in-person model.
  
• In countries such as Spain, the impact is also visible: a recent report by InfoJobs (2025) reveals that ~25% of employed people telework, mostly in a hybrid mode.

In this sense, offering hybrid or remote work without thinking through culture, leadership, structure and communication can fall short. If talent expects flexibility, they also expect that flexibility to be well-designed, regulated and supported.

What do workers really value?

• Real flexibility and autonomy: being able to choose where to work, manage their time, avoid unnecessary commutes. Flexibility translates into better work-life balance, well-being and satisfaction.
  
• Trust and results-based management: the focus has shifted from “being in the office from 9 to 6” to delivering value, collaborating, and achieving objectives.
  
• Balance with structure: while many workers appreciate occasional office time for meetings or team building, they do not want it imposed as a rigid rule.
  
• Stability and clarity: remote or hybrid work should not be a temporary or exceptional arrangement, but a stable, long-term company policy.

In this sense, offering remote or hybrid work without thinking through culture, leadership, structure and communication can fall short. If talent expects flexibility, they also expect that flexibility to be well-designed, regulated and supported.

Signs you’re not doing it right (and how to fix it)

Offering hybrid or remote work does not, by itself, guarantee a good employee experience. In fact, many organizations make common mistakes that end up generating frustration, disengagement or even resignation.

Here are clear signs that things aren’t working (and how to fix them):

1. Micromanagement at a distance

❌HR allows remote work, but managers demand constant availability, unnecessary video calls or strict time tracking.
✅ Solution: Promote a culture based on trust and accountability. Define clear objectives and evaluate outcomes, not hours online.

2. Inefficient or unclear communication

❌Confusion about tools, endless meetings, no defined channels.
✅ Solution: Implement clear communication tools and routines (Slack, Notion, MS Teams, etc.), establish rules for what goes where, and encourage asynchronous communication.

3. Loss of team culture

❌Isolation, lack of cohesion, disengaged employees.
✅ Solution: Design virtual and in-person spaces for connection: virtual coffees, team dynamics, regular check-ins, cross-mentoring.

4. No respect for digital disconnection

❌Out-of-hours messages, implicit expectations of 24/7 availability, burnout.
✅ Solution: Set clear policies on schedules, digital disconnection and communication best practices.

5. Processes not adapted to remote reality

❌Office-centered workflows, unnecessary paperwork, slow procedures.
✅ Solution: Digitize and review internal processes. Automate, eliminate redundancies, and adapt workflows.

Hybrid or remote work can’t be managed as a perpetual experiment. It requires structure, leadership, training, tools and cultural coherence. It’s not about improvising; it’s about designing a flexible but functional work experience.

A guide for HR: how to regulate hybrid or remote work in Europe

To ensure hybrid or remote work does not remain in a legal grey area, it is essential for HR to define a clear framework. European companies should consider the following:

1. Formalizing a written agreement is a must
Most EU member states encourage or require a written agreement when remote work is regular (not occasional). This should include:

• Equipment provided by the company (laptop, software, connectivity, etc.)
• Compensation for work-related expenses (if applicable)
• Work schedule and availability expectations
• Hybrid work schedule (office vs. remote days)
• Main remote work location
• Duration of the agreement and review terms
• Activity monitoring procedures
• Communication protocols
• Reversibility process (how to return to office-based work)

This agreement cannot be imposed unilaterally by either party: it requires mutual consent. Furthermore, it must be registered with the relevant employment office and may be subject to inspections by the labour authorities.

Failure to comply with this requirement not only puts the company in an irregular situation, but may also result in administrative penalties and violations of workers’ fundamental rights.

Implementing this agreement correctly is not just a matter of complying with the law: it is an opportunity to establish clear expectations and working relationships based on transparency and trust.

2. Equal rights and support

• People who work remotely have the same rights as those who work on site: equal treatment, working conditions, social security, training, opportunities, etc.
• The company must assess occupational health and safety, even when the job is performed from home.
• If teleworking generates additional expenses (internet, electricity, materials, equipment), the company must consider compensating for or assuming these costs when agreed.

3. Digital disconnection

• Many EU countries have enacted laws or guidelines supporting the right to disconnect.
• Companies should define clear boundaries for communication outside working hours and promote a healthy balance between work and life.
• It is advisable for the company to establish an internal disconnection policy: schedules, channels, best practices, education on cyber fatigue.

4. Adapting tools and processes

• If the company decides to offer hybrid or remote work, it must ensure that the technological resources, communication tools, data protection, and ergonomics are adequate. This includes, for example, ensuring data protection when using personal equipment or home network infrastructure.
• A risk assessment plan adapted to teleworking must also be put in place: physical safety, postural health, mental health, working conditions.

5. Voluntariness and clarity

• Teleworking is not compulsory: there must be an agreement between the employee and the company.
• If conditions change (for example, either the company needs employees to be present at the workplace or the employee prefers to return), there must be the possibility of adapting or reversing the arrangement through negotiation.

Why HR should lead the regulation of remote working

For hybrid or remote working to function—not just as a stopgap measure, but as part of the work culture—it is essential that HR designs a clear and fair framework. A well-drafted contract, protected rights, compensation, a healthy work environment, digital disconnection and adapted processes: all of this ensures that flexibility does not translate into vulnerability or chaos.

If you do it right, you gain the trust of your team, avoid legal risks and build a sustainable working environment. If you do it wrong… the risk is losing talent, low productivity, burnout and dissatisfaction.

Beyond location: building a flexible and sustainable work culture

The most common mistake surrounding hybrid or remote work is to reduce it to a logistical issue: ‘where’ people work from. But the real transformation is much deeper: it involves rethinking how we lead, how we communicate, how we measure performance, and how we build relationships.

A flexible and sustainable culture is not based solely on allowing people to choose their workplace. It requires intentionality. Here are the key pillars:

1. Flexibility ≠ improvisation

Being flexible does not mean lacking structure. Quite the contrary: the best remote/hybrid work experiences occur when there are clear processes, appropriate tools, and well-defined expectations. Flexibility is not about doing ‘whatever you want,’ but rather providing freedom within well-constructed frameworks.

2. Clear and human communication
In distributed environments, communicating well is essential: what is said, through which channel, in what tone, and how often.

• Encourage spaces for sharing ideas and concerns.
• Use asynchronous tools whenever possible.
• Train managers in empathetic communication, not just task management.

3. Trust and results-oriented management
‘Digital presenteeism’ — measuring employees by the hours they spend online — is one of the greatest enemies of effective remote working. A healthy culture is based on trust and shared responsibility: each person knows what they need to contribute and has the autonomy to do so.

4. Mental health and well-being
Digital disconnection, work-life balance, moments of high stress… all of these things have an impact. Companies must create strategies that support their teams’ emotional health, including resources, training, and support.

5. Culture is about connection, not location
Does your team feel like they belong to the company, even though they don’t share an office? Culture doesn’t live within walls; it lives in interactions, in shared rituals, in the way work is recognised.

HR can encourage this with:

• Digital or hybrid rituals (meaningful team meetings, celebrations).
• Recognition programmes not linked to physical presence.
• Initiatives that integrate the entire team, wherever they are.

The key is to see remote working not as a stopgap, but as an opportunity to redesign organisational culture in a more humane, adaptable and sustainable way.

Working from anywhere is not enough—structure and vision are key

Remote work—and its hybrid variant—is no longer a futuristic idea. It’s now an established expectation, especially for top digital talent. But normalizing it doesn’t mean it’s being managed properly.

Offering remote work is not enough. What truly matters is how it is implemented: with a legal framework, a culture of trust, proper tools and a focus on people.

Organizations that embrace this mindset won’t just retain talent; they’ll build workplaces that are healthier, more resilient, and better equipped for the future.

Are you offering remote work… or are you doing it right?