As companies offer more flexible work arrangements, workers across all industries hope that this shift to hybrid and remote work will provide more flexibility in how they manage their time and where they work. That enthusiasm continues to this day. As of May 2024, 93% of all workers in jobs that allow remote work prefer to work remotely for at least part of their work week.

However, research from Gallup and Workhuman shows that simply adjusting workplace policies doesn’t always unlock the employee wellbeing benefits of remote work. Instead, implementing practices that put people first is key to increasing employee wellbeing. Leaders and managers can build a successful workforce by aligning their support for employees with their remote work strategies.

The complex realities of remote work and work-life balance

According to a Gallup poll, 76% of full-time hybrid workers in the U.S. most frequently cite improved work-life balance as the biggest benefit of hybrid work. Among fully remote workers, this sentiment is even stronger: 85% say improved work-life balance is among the biggest benefits of remote work.

For many workers without flexible work arrangements, working from home is very appealing, at least some of the time. A Gallup poll of 21,543 U.S. workers conducted May 11-25, 2024, found that a majority (61%) of onsite workers who have a full-time job with remote work options would prefer a hybrid work arrangement, and another 28% would prefer to work entirely from home.

Hybrid and remote work are attractive solutions for many workers to achieve a healthy work-life balance. However, data on daily experiences across different work locations tell a more complex picture. Fully remote workers are most likely (33%) to strongly agree that they are able to maintain a healthy balance between work and personal obligations, but hybrid (27%) and on-site (25%) workers report work-life balance experiences that are not significantly different. Likewise, workers in all three work arrangements often experience burnout with statistically similar rates.

Despite some clear benefits to working exclusively remotely, employees in all workplaces still need improvement in these important aspects of their wellbeing.

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Strategies to improve well-being and work-life balance at all locations

There is no doubt that where you work plays a fundamental role in an employee’s work experience. Aside from employee wellbeing, fully remote (37%) and hybrid (36%) employees are significantly more engaged than their on-site counterparts (30%). However, key outcomes related to employee experience are much more influenced by good managers and business practices.

Studies by Gallup and Workhuman confirm that employee well-being improves significantly when the human aspect of corporate culture is focused – regardless of where the work takes place.

In a survey of 4,439 U.S. workers conducted April 16-30, 2024, Gallup and Workhuman identified several strategies that companies can use to improve aspects of the well-being of all employees, whether they work in an on-site, hybrid, or entirely remote work environment.

Set clear expectations

Over the past five years, a Gallup poll showed that clarity of workplace expectations has declined across the U.S. workforce, with that decline being twice as severe among remote and hybrid workers. Constant workplace ambiguity creates stress, hurts productivity, and burdens employees trying to balance work and personal life obligations.

Creating clear roles and communicating to employees what is expected of them every day at work becomes increasingly important as employees’ work hours and locations become less defined and structured. Gallup and Workhuman found that employees who strongly agree that they know what is expected of them at work are 47% less likely to experience burnout and 23% less likely to report having work-life balance issues several times a week or more.

Effective managers create clarity by explicitly communicating their expectations and working with employees to prioritize projects and tasks. They are always available, virtually or in person, to answer questions. They are willing to work with employees to re-prioritize as needs change.

Set realistic performance goals together

Shared goal setting, where managers engage employees in conversations about setting performance goals, is critical to helping employees set reasonable goals that are consistent with a healthy work-life balance.

Even highly talented employees can burn out when they are expected to do the unachievable. Without clear boundaries or goals, high-achieving employees may feel pressured to work more at the expense of their well-being and productivity.

Managers who allow their employees to have regular check-ins to discuss progress toward their goals create a dynamic system of accountability. They ensure that each employee is aligned with team goals while setting reasonable goals.

Motivate employees and convey values ​​through recognition

Recognition goes beyond a simple “feel good” exchange between employees. When used correctly, it increases well-being by making employees feel recognized and valued outside of their work contributions. Employees who strongly agree that recognition is an important part of the company culture are 4.2 times more likely to strongly agree that their company cares about their well-being.

Recognition is also a powerful tool that leaders and managers can use to communicate the company’s values ​​and expectations. Through positive reinforcement, recognition signals to employees the behavior their managers and team members want to see more often.

To promote employee well-being and work-life balance, companies should focus on Behaviours that align with their values. For example, if an employee only receives recognition for staying late at the office or working overtime to complete a project, it can create an expectation that such effort is necessary for success, which can lead to burnout.

Managers and leaders can promote well-being by recognizing accomplishments and actions outside of work. This recognizes employees as people with lives outside of work and can include recognition for life events, volunteer or community service, and other personal milestones. Gallup and Workhuman found this to be an effective but underused resource. Just over one in three employees (37%) say they receive recognition for things unrelated to work, but those who do receive recognition are twice as likely to say their company cares about their well-being.

Increase the well-being of all employees

The relationship between remote work and well-being is not always clear-cut. Life’s obligations don’t disappear when an employee moves to a remote work arrangement. While increased workplace flexibility represents a small improvement in work-life balance for remote-only employees, human-centered business practices across all work locations consistently lead to meaningful improvements in the employee experience. Gallup and Workhuman note that all leaders and managers can support their employees’ well-being by setting clear expectations, working collaboratively on goals, and providing strategic recognition.

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