The sea change in workplace flexibility sparked by the pandemic has largely stabilized, even as remote and hybrid options remain popular for some workers, according to a May 6 report based on McKinsey & Co.’s American Opportunity Survey.
Overall, slightly fewer American workers worked fully remote (12%), and slightly more worked fully on-site (58%) in 2024, as compared to 2022 (14% and 53%, respectively). On average, workers go into the office about 30% less frequently than prior to the pandemic.
“These changes to working patterns are likely marginal for many organizations, but meaningful for others,” McKinsey experts wrote. “More fully remote and sometimes-remote, or ‘hybrid,’ working arrangements have likely created a better balance for some workers and given some companies a new way to compete for talent by aligning working conditions with employee preferences.”
In 2024, the percentage of full-time and part-time workers who said they work fully or partly remotely decreased to 40%, dropping by 4 percentage points, the report found. In addition, 40% of workers said their employers also prefer remote work, which could indicate a stabilized rate for remote arrangements, the firm said.
Slightly over half of workers indicated a preference for remote work, which could present an avenue to continue to appeal to talent. Flexible work models, including features such as the ability to bring a child to work, remained one of the top three motivations for seeking a new job, following closely behind higher pay and better career opportunities.
Beyond that, workers said they were willing to leave their job for more flexible work, with 17% of recent quitters saying they left in the past year due to changes in working arrangements.
At the same time, remote work doesn’t solve all of workers’ challenges, McKinsey noted. When comparing in-office workers with remote workers, only a 2-4 percentage point difference existed between those who reported obstacles to satisfaction at work, such as a hostile work environment, family care demands, an inability to learn new skills and an inability to share their full self at work.
Even so, remote work and flexible schedules appeared to make labor market engagement more accessible for some workers, particularly caregivers and those with health issues, the report found. For instance, regardless of gender, workers with children preferred remote work by several percentage points. Workers with mental health concerns also preferred remote work.
Although worker preferences varied by occupation and sector, hybrid work arrangements tended to be more popular than fully remote or fully on-site options, especially among office-based workers.
“Instead of an ‘all or nothing’ mindset, where workers across a company follow a single model, employers can tailor arrangements to their sector and the specific role for which they are hiring,” McKinsey said. “For sectors and occupations that must remain largely on-site, such as some registered nurses or surgical doctors, employers can consider other flexibility options to attract and retain talent, such as flexible scheduling or childcare support.”
In recent years, workers and managers have clashed over RTO, often leaving HR stuck in the middle. However, flexibility remains possible, experts told HR Dive, including options such as adaptable work hours, summer Fridays or four-day workweeks, which can all boost retention.
HR pros can also smooth the RTO process by ensuring their workers have what they need, experts told HR Dive. Whatever helps employees have a good experience — from basics such as adequate internet and desk space to human comforts such as good lighting and workplace design — can boost engagement and productivity.