In-person, Remote or Hybrid Work? The Battle of the Moment!

How many times have you had a conversation about the current state of work recently? If you’re a professional in corporate America, it’s probably more times than you can count. With the risk of sounding like a broken record, we are living through unprecedented times. And with these times, comes the need for an adjustment to and/or assessment on how we operate.
Though global health crises are not exactly new, a pandemic in the 21st century brought an entirely different perspective. High speed internet, the staple of the modern century, provided not only a means to share information and keep people connected, but also a way for people to continue or begin working in a relatively novel way - entirely remotely. Though not everyone was fortunate enough to have this option, it seemed that most of those that did found it to be a blessing (Robinson). With pandemic restrictions easing after nearly two years of uncertainty, companies are now grappling with which work environment will serve them best; resulting in the battle of the moment: In-person vs. remote vs. hybrid work. Let’s dive into the benefits and drawbacks for each environment.

In Person

The “traditional” work environment in corporate America is in-person, where employees are assigned a workspace in a location their company has obtained to house their workforce. These company spaces are often best for synchronous communication and collaborative work; where you can pop into a coworker’s office for a quick update or grab lunch with your manager at a nearby sandwich place. There are several drawbacks not to be ignored, however; including, but not limited to: long commute times, expensive office leases, and harassment and/or micro-aggressions. As a result of both the drawbacks and the pandemic, this type of work environment seems to be slowly phasing out.

Remote

Remote work completely changed the narrative when it came to how people work. It allows for people to work from anywhere with a reliable internet connection; thereby working in (ideally) their most comfortable environment and avoiding both workplace interruptions and their dreaded commute. In many cases, companies saw an increase in productivity when their
employees didn’t have to worry about the pitfalls of in-person work (Rosentals). Remote work still allows for collaboration, with the help of tools like Slack, Teams, Google Suite, and more; but is definitely helpful when it comes to asynchronous, individual work. Remote work is not without its own pitfalls, however. “On average, remote workers worked almost a full hour more than their in-office and hybrid counterparts.” (Rosentals) Having constant access to your computer means a “quick” email check at 11pm, or working a bit longer because you don’t have the long commute home; thereby disrupting the coveted work-life balance. Still, the vast majority of corporate professionals seem to prefer working remotely, or at least having the option. Which leads us to the hybrid environment

Hybrid

The hybrid work model is ideally the best of both worlds - where employees can work either in-person and/or remotely. The trick, however, is establishing a remote presence as a baseline. That way, employees can elect to come into an office at a cadence of their choosing or for needed team/client meetings. When they are not in the office, they still have the connection and capability to work as if they were with modern technologies such as Zoom and Slack.

Takeaway

As a result of the Great Resignation, the job market is in a state of flux. Companies are now in fierce competition with each other to find and retain top talent. In turn, many have adopted remote or hybrid models as a state of being, and not as a benefit. At this point in our collective experience - two years into a global pandemic that proved we can work remotely and effectively, companies don’t have much of a leg to stand on when it comes to requiring in-person work. Candidates have a variety of companies to choose from these days, and the vast majority are likely offering a remote or hybrid schedule. With this in mind, talent acquisition professionals the world over would likely recommend switching to a fully remote, or at least a hybrid environment, in order to ensure your organization can keep up with the ever-evolving nature of work.

At the end of the day, it is your duty as an organization to keep your finger on the pulse of the workforce. If the pandemic has shown us anything, it's that it is crucial to be able to adapt. Remote and hybrid work is an excellent example of how the workforce can change and still continue to thrive.

Works Cited

Robinson, Bryan. “3 New Studies End Debate Over Effectiveness Of Hybrid And Remote Work.” Forbes, 2022,

https://www.forbes.com/sites/bryanrobinson/2022/02/04/3-new-studies-end-debate-over-effectiveness-of-hybrid-and-remote-work/?sh=7c72e0db59b2.

Rosentals, Artiz. “In-Office Vs. Remote Vs. Hybrid Work Two Years Later: The Impact On Employee Efficiency.” Forbes, 2022,

https://www.forbes.com/sites/forbesbusinesscouncil/2022/03/18/in-office-vs-remote-vs-hybrid-work-two-years-later-the-impact-on-employee-efficiency/?sh=2ac2d0d32a25.

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Less Career Ladder, More Emotional Support Cubicle

By by: Bernadette Hill • April 13, 2026

Hugging It Out: The Workplace Version: Version: A growing number of employees are “job hugging”— holding tightly to their current roles, not out of engagement or ambition, but out of caution. With lingering concerns about layoffs, inflation, and a competitive hiring market, many professionals are opting for stability over risk . While retention may seem like a positive on the surface, job hugging can quietly impact productivity, innovation, and team morale . Employees who feel stuck or disengaged may do just enough to meet expectations, avoiding initiative or growth opportunities. Over time, this can create cultural stagnation and missed business potential. Employers should be mindful of subtle warning signs: decreased participation, resistance to change, or a lack of long-term goal setting. Addressing this starts with open communication—understanding employee concerns and creating an environment where growth feels safe, not risky. Consider: · Investing in internal career pathing and skill development whenever possible. Create low-friction ways for employees to explore new roles, projects, or teams within the organization. · Using performance-based bonuses to reward meaningful contribution. Bonuses can re-energize employees who’ve slipped into “just enough” mode—but they need to go beyond basic output. · Tying recognition to initiative—not just output . Many job huggers meet expectations but avoid stretching. Shift recognition and rewards toward behaviors like problem-solving, cross-functional collaboration, and idea generation . When employees see that effort, curiosity, and calculated risk-taking are valued (and safe), they’re more likely to re-engage rather than retreat into minimal performance. In a time when many are playing it safe, forward-thinking companies have an opportunity to reignite motivation—and turn retention into true engagement.

The Future of Work

By Bernadette Hill • January 16, 2026

The Future of Work is Owned – Literally. The way people think about work is changing fast. Today’s workforce—especially Gen Z—want more than a paycheck. They’re looking for purpose, stability, and a real stake in what they help build. That shift is pushing more small and midsize businesses (SMBs) to rethink how ownership works. Employee ownership is emerging as a practical way to improve retention, engagement, and long-term performance—without adding unnecessary complexity. Tim Garbinsky , Communications Director at the National Center for Employee Ownership, has seen how powerful this can be. When employees understand how their work directly impacts the value of the business, ownership stops being a “culture initiative” and becomes part of everyday decision-making. So, what does employee ownership look like for SMBs? Employee Stock Ownership Plans (ESOPs) offer tax advantages and are often used by owners planning an eventual exit. Employee Ownership Trusts (EOTs) provide long-term stability with simpler administration. Direct employee ownership is flexible, cost-effective, and easier to roll out than many owners expect. Worker cooperatives emphasize shared ownership and democratic governance. Profit-sharing and equity compensation align incentives without shifting control. Tandem Business Center for Shared Success helps companies explore direct ownership models. According to Executive Director Drew Mousetis , about 40% of the businesses Tandem initially meet with, ultimately move forward—often starting with gradual employee education around stock ownership, financials, and valuation. Employee ownership tends to work best for businesses that are thinking about succession, want to compete for talent without raising payroll, and care deeply about culture and continuity. As Garbinsky notes, employees value transparency and stability far more than many leaders realize—especially during uncertain times. The takeaway: Employee ownership is not just a perk. It’s a strategic way to strengthen your business, reward your people, and plan for the future.