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State of HR in 2025: Key People and Culture Statistics in Remote & Hybrid Organizations
Published on:
May 9, 2025
Updated on:
May 29, 2025
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The world of work has moved past the point of remote and hybrid work being experimental. These practices once viewed as game-changing perks and operational structures are now established, evolving, and increasingly permanent.
As we enter a new phase of remote work, the question is no longer “Can it function?” but rather, “How can it thrive?”
To answer that, we surveyed over 1,000 organizations operating with remote and hybrid models, gathering insights from HR leaders and employees on the realities of people management, performance, culture, and leadership in 2025.
Contrary to popular, more sensationalist publications that favor extreme statistics of overwhelming success or disastrous failure, the results reveal a nuanced landscape with progress in some areas, growing pains in others, and plenty of room for improvement across the board. The data tells a complex story. Engagement is rising but still fragile. Burnout is real, but largely unrelated to remote arrangements. Leadership trust is inconsistent, yet improving where communication is strong.
Perhaps most importantly, organizations that invest in connection through feedback, recognition, cultural rituals, and structured development are seeing better outcomes.
Remote engagement remains a challenge, but signs of progress are emerging. While only about a quarter of employees feel truly engaged, a growing number report emotional connection to mission and a sense of pride in their work.
The sense of isolation long associated with remote work is still prevalent, but not universal. As more companies refine their communication practices and reinvest in culture, we’re beginning to see gains in engagement that hint at long-term potential.
The correlation between organization size and engagement also paints an interesting picture, with smaller, more tightly knit teams reporting higher engagement rates.
Among employees who have weekly check-ins and clear performance expectations, 65% report feeling more productive and less isolated in remote settings.
Remote engagement remains a challenge, but signs of progress are emerging. While only about a quarter of employees feel truly engaged, a growing number report emotional connection to mission and a sense of pride in their work
The sense of isolation long associated with remote work is still prevalent, but not universal. As more companies refine their communication practices and reinvest in culture, we’re beginning to see gains in engagement that hint at long-term potential.
The correlation between organization size and engagement also paints an interesting picture, with smaller, more tightly knit teams reporting higher engagement rates.
*Among employees in organizations that invest in culture, 62% report feeling more connected, supported, and aligned with company values, even while working remotely.
When we break down the employees who believe their organization has a strong remote/hybrid work culture further, we can see that organizations that were remote before 2020 report a higher percentage.
While only 21% of all respondents report a strong remote culture, that number jumps to 44% among organizations that adopted remote work before 2020. This suggests that cultural strength isn't tied to whether a company is remote, but how long and how seriously it has invested in making remote work sustainable.
Among survey participants, remote employees who have regular check-ins and structured meeting agendas are 2.1x more likely to feel aligned with their team and confident in their priorities.
Communication breakdowns persist, but the right tools are widely in place. The key now is not more tech, but better usage: clarity in agendas, inclusive decision-making, and prioritizing asynchronous practices.
As long as remote employees know what is expected of them and a clear structure is in place, communication can still thrive across time-zones.
Among remote employees who receive regular recognition, 57% report higher motivation and commitment to their team.
More organizations are embracing structured employee recognition programs, and contrary to popular belief around remote work pushing people into silos, peer recognition is does appear to be gaining traction.
Still, only a third of employees feel fully valued highlighting an opportunity to embed appreciation deeper into daily routines and systems. The data shows that when recognition is consistent, especially in remote settings, employees feel more connected and motivated.
Among employees who receive continuous feedback, 58% report feeling more confident and productive in their roles.
When feedback is given regularly, the difference is clear: employees who receive weekly input are significantly more likely to feel confident and productive, The frequency of feedback matters and so does its quality. Whether through manager conversations or 360-degree input, employees need more than annual check-ins.
The data shows that employees benefit from having an ongoing conversation that helps them stay aligned with goals, reflect on progress, and most importantly develop as professionals.
*Of those feeling burned out, only 27% attribute it primarily to their remote or hybrid work arrangement.
Burnout is real but remote work isn’t the villain. The rise in emotional exhaustion appears to be more about rising workloads, blurred boundaries, and inconsistent support than about location.
In fact, many employees cite flexible schedules and reduced commute stress as positive aspects of remote life. The key issue is sustainability: whether remote or on-site, organizations must design roles that are realistically scoped and proactively supported. Remote work doesn’t inherently lead to burnout but poorly managed remote work can. The distinction matters.
Remote employees with a clear development plan and mentorship access are 2.4x more likely to say they feel optimistic about their career trajectory.
While a promising number of employees have development plans or access to mentorship, far fewer actually report they are experiencing professional progress. Only 24% report meaningful growth in the past six months, and fewer than a third feel prepared for what’s next.
That gap between planning and progress is where remote development strategies need work.
Among remote employees who hear regularly from leadership, 58% report higher trust and alignment with company direction.
Empathy, clarity, and responsiveness remain key trust drivers in remote or hybrid organizations. But without consistency, whether in communication cadence, follow-up on feedback, or action during change, those qualities go unnoticed. The best remote leaders are intentional, just as they are accessible. They don’t wait for trust to be earned passively. They build it actively, one message, decision, and response at a time.
The data in this report makes it clear: what drives employee experience in 2025 is not location, but intention.
Employees are asking for the same things they’ve always wanted: clarity, recognition, development, trust.
It is just that now they expect these things to be delivered consistently across screens, time zones, and teams. Organizations that succeed in this era will be those that operationalize empathy and commit to proactive culture-building.
Remote, hybrid, distributed, asynchronous models aren’t the future of work. They are a significant aspect of its present. What the data from our survey shows most clearly is that universal concepts that extend beyond work models, still play the strongest part in metrics like engagement and overall productivity.
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