Remote Work Isn't Going Away—and Workers Don't Want It to

About half of U.S. workers who work in a fully remote or hybrid capacity say that a return-to-office requirement would definitely or probably cause them to search for a new job, according to recent SHRM research. This shows workers value the flexibility of remote work and have, to an extent, built their lives around it.  

In October 2022, 17.9% of U.S. workers ages 16 and older teleworked some or all of the time, compared to 23.7% in February 2025, according to the U.S. Bureau of Labor Statistics (BLS). “Contrary to the common media narrative that all employers are moving back to fully in-person work as quickly as possible, the data actually suggest that remote work is still making gradual gains, though these gains are mostly due to the expansion of hybrid work schedules,” said Justin Ladner, senior labor economist at SHRM.

The commitment of workers to staying remote or hybrid offers employers a glimpse into a key segment of the talent pool and can inform strategic business decisions, from recruitment to plans for flexible or in-person work arrangements.

Who are these workers, and why do they want to keep teleworking? Understanding the answers to these questions allows employers to make better informed decisions about hiring for new roles and making return-to-office plans.  

The Labor Market’s Slow Churn

Understanding remote and hybrid worker demographics is especially crucial in the face of continued low unemployment and the slow dynamism of the U.S. labor market.  

“Most hiring in the U.S. comes from churn — workers leaving jobs and being replaced. Without that churn, employment growth risks stagnation, leaving the labor market idling rather than expanding,” explained Sam Kuhn, an economist at Appcast, a job advertising technology company in Lebanon, N.H.  

With less churn in the labor market, qualified candidate pools can shrink, adding time to recruitment cycles and putting pressure on employers to widen their search. Remote and hybrid workers can provide a bridge between a less dynamic labor market and the talent required to grow a company.

In January 2025, the BLS also found that certain groups of people are more likely to be remote or hybrid workers.

• Caregiver parents: 27.8% of workers with their own children under 18 in the household telework some or all of the time.
• Contemporaries: 35.9% of workers ages 20 to 54 telework. 
• People with disabilities: 23% of workers with disabilities telework.

Each of these cohorts brings unique value to organizations. In the face of economic headwinds, employers stand to gain from retaining these workers and attracting more of them in the future.  

The Caregivers

Caregivers, specifically parents, make up a significant portion of those working remotely or hybrid. In fact, the rate of parents working from home for some or all of the time is higher than for all workers in total: 27.8% of workers with children under 18 in the home were teleworking some or all hours (Table 1), compared to 23.6% of workers overall, according to January 2025 data from the BLS.

Working parents cite the value of remote work as allowing them to be more present for their family while balancing the needs of their jobs. They’re able to be more engaged in both spheres without the pressure of a commute and office distractions.

Other caregivers include those who provide support to older parents, siblings, or people outside the family. They desire remote work for similar reasons, including the flexibility to tend to needs at home and work.

The value of remote work for caregivers also has a positive impact on their employers. These workers say their caregiving responsibilities make them “motivated to be productive and efficient” in their jobs, rating the motivation they get from caregiving at 4.2 on a scale from 0 (not motivating) to 5 (very motivating), according to data from Vivvi and The Fifth Trimester.

The Contemporaries

Another cohort of remote and hybrid workers are those pursuing nontraditional lifestyles. These workers span various backgrounds, value sets, and life goals, including:

• Digital nomads: Over 1 in 10 U.S. workers identify as digital nomads, according to The MBO Partners 2024 State of Independence report. Digital nomads include those who travel some or all of the time, with or without crossing borders. These workers are more likely to have at least a bachelor’s degree, and 79% of them report using AI in their work, compared to 59% of all workers. This makes them particularly attractive to employers as technology continues to transform the modern workplace.
• Multigenerational households: Approximately 1 in 3 U.S. adults ages 18-34 live at home with their parents, according to November 2024 data from the U.S. Census Bureau. These workers are able to save for larger purchases and weather economic shocks more easily.  

Both of these groups are likely to bypass or postpone a “solid” lifestyle, or accumulating material goods and settling down, according to research published in Harvard Business Review. Instead, many seek to embrace flexibility and uncertainty, making themselves more “liquid,” or adaptable to change.

Employers who open their talent search to include digital nomads or younger adults who live at home can benefit in a few distinct ways. Opening positions to digital nomads expands the talent pool beyond borders. Experts note it also can help boost loyalty, as employees “who feel trusted to work from places that inspire them are more likely to be engaged, productive, and loyal to your organization”  

The Workers with Disabilities

Like many workers, people with disabilities were able to take advantage of the remote work surge between 2019 and 2020. Even as more companies have returned to the office in recent years, many workers with disabilities are continuing remote or hybrid arrangements as a reasonable accommodation under the Americans with Disabilities Act.  

Workers with disabilities value remote and hybrid work for a number of reasons. They are able to avoid difficult commutes and other demands of in-office work. With these barriers removed, workers with disabilities can experience a stronger sense of independence, as well as improvements to their overall mental health.

For employers, workers with disabilities represent an often-untapped talent pool of motivated and engaged candidates.

Building Loyalty with Remote and Hybrid Workers

To attract remote and hybrid workers in the future and retain talent amid return-to-office mandates, employers should shore up policies that provide flexibility to employees.

• Leave policies: Review policies and leave programs to ensure they cast a wide enough net. Working parents need flexibility, but so do workers who are caring for aging parents and other loved ones.
• Work requirements: Flexibility is needed when it comes to when work gets done. While it is important to have most staff keep the same specific hours, employers should also make sure employees can complete tasks during off-hours if needed.
• Total rewards: Evaluate the total rewards offered to employees to make improvements that support the unique needs of workers. For example, when considering moving to a hybrid work schedule, don’t only consider the cost of securing real estate and keeping the internet on, but consider the benefits you can offer to help ease the burden of commuting. From universal transportation stipends to providing meals onsite a few times a month, small touchpoints that make a worker’s day easier can help build loyalty and boost retention.

Future-Proofing Recruitment and Retention

Employers face a number of hurdles as the labor market shifts and talent shortages in certain sectors persist. Remote and hybrid workers provide a talent pool to help curb the negative impacts of these hurdles. By recognizing the efforts of these workers and strengthening policies around flexibility, employers can better retain current talent and improve recruitment as future talent demands arise.