The End of Remote Work Will Not Happen – Article by Anne-Claire Hedde, Senior Consultant at Grant Alexander, for FocusRH
24.02.2025
In 2024, two-thirds of companies had formalized a remote work agreement (Insee, October 2023), and one-third of employees worked remotely regularly (Dares, November 2024), most commonly with 2–3 days in the office per week. However, last year saw many organizations, particularly in the United States, questioning these agreements—a shift sometimes poorly received internally.
How should organizations approach this in 2025? Under what conditions does remote work remain positive and desirable for both the organization and its employees?
Understanding Fundamental Trends
Remote work is part of a broader societal evolution, amplified by Covid but preexisting before the pandemic. Technological advances over the past 15 years have multiplied communication tools and spaces while blurring boundaries between personal and professional life. Younger generations enter the workforce with different expectations of organizations, work structures, and engagement. Fighting against these deep-seated trends is futile; it is better to understand and integrate them into HR strategy.
Remote work is not a passing fad. There will be no return to 100% on-site work, just as there has been no “end of the office.” Recognizing this is essential for recruitment: remote work is now a key factor in attracting young talent. At the end of 2023, among knowledge workers, only 10% of those under 35 wanted to work five days a week in the office, compared to 25% of those over 50 (Slack/OpinionWay study).
The Real Issue: Engagement
Remote work in itself is neither good nor bad. It is a tool to help organizations address their primary HR challenge: employee engagement at all levels. Engagement depends heavily on trust—a central element in the remote work debate. Rolling back remote work may be perceived as undermining autonomy and flexible time management, posing a risk to employer branding, including decreased motivation and potential talent loss to more flexible companies.
How, then, can trust be maintained? Through open and effective communication. Remote work is ambivalent: it can reduce informal interactions and increase isolation, but it also encourages structured meetings, regular check-ins, and greater availability, often resulting in higher productivity.