21 May Remote Work Paradox: Why High Engagement May Mask a Crisis in Wellbeing; What Global Mobility Leaders Must Know

Remote work has reshaped the modern workplace — boosting engagement while revealing cracks in wellbeing. For global mobility professionals and talent leaders, this paradox signals a critical need to rethink how work is structured, supported, and scaled across borders.

According to the Gallup State of the Global Workplace 2024 report, fully remote workers are the most engaged cohort globally, with 31% of them considered “engaged” at work. That compares favorably to hybrid workers at 23% and on-site employees at just 19% (Gallup). Autonomy, schedule flexibility, and fewer daily interruptions likely fuel this enthusiasm.

Yet, the same report reveals a troubling contrast: fully remote employees are less likely to say they are “thriving” in life overall compared to their hybrid peers. Behind the enthusiasm for remote work lies a deeper emotional cost.

Gallup’s data show that remote employees report elevated levels of stress, sadness, and loneliness. These aren’t just mood swings — they’re indicators of a larger issue: that emotional and social support structures have not evolved as quickly as our work structures. For global companies, this disconnect could lead to higher attrition, disengagement over time, and long-term productivity loss.

Loneliness, social skill erosion, and employee churn

The psychological toll of isolation is becoming clearer as remote work becomes the norm rather than the exception. An HR Executive report revealed that 1 in 5 employees feels lonely every single day, with remote workers disproportionately affected. Loneliness is no longer a fringe concern — it has emerged as a serious productivity and retention risk.

Social disconnection also erodes soft skills. A Resume Builder survey found that 25% of remote workers say their social skills have worsened since going remote — including basic interpersonal abilities like making eye contact or engaging in small talk. These changes aren’t just socially awkward — they undermine collaboration, leadership potential, and cultural fluency across international teams.

For companies with distributed global teams, this could impact everything from onboarding and mentorship to client relations and cross-cultural cohesion. Trust and rapport don’t emerge naturally in Slack channels and Zoom calls; they must be designed into the system.

Hybrid models are gaining support globally

Amid this backdrop, hybrid work is gaining policy and social validation in several parts of the world.

In Australia, the Productivity Commission endorsed hybrid work arrangements, citing a host of benefits — from improved work-life balance and mental wellbeing to better gender equity, particularly for women managing caregiving responsibilities. This marks an official acknowledgment of hybrid work as both sustainable and inclusive.

In the UK, the hybrid model has taken hold as the new standard. According to The Times, UK workers now average 1.8 remote work days per week, the highest in Europe (The Times). Despite calls from some employers for a return to the office, many employees are resisting — and largely succeeding.

These trends underscore the emerging consensus: a hybrid setup balances autonomy with connection. It provides the flexibility of remote work without abandoning the cultural and emotional anchors of the physical workplace.

What this means for global mobility professionals

Global mobility teams are uniquely positioned to influence how organizations adapt to the evolving demands of remote and hybrid work. Their work intersects not only with logistics — visas, relocation, housing — but also with the broader employee experience, including emotional and cultural support.

Here’s what global mobility leaders must keep in mind:

• Remote doesn’t mean resilient. High engagement numbers can be misleading if they mask emotional burnout or disconnection. In talent-scarce markets, failing to support wellbeing could lead to silent churn and lost institutional knowledge.
  
• Hybrid is more than a compromise — it’s a strategy. Offering hybrid options for international assignees or remote hires can improve satisfaction and reduce turnover. This means rethinking how relocations and cross-border assignments are structured to include flexible models that fit family and lifestyle needs.
  
• Cultural connection must be intentional. Soft skill erosion and social detachment affect global teams more acutely. Embedding rituals like virtual team lunches, digital storytelling spaces, or informal cultural exchanges can help restore some of the human glue lost in remote settings.
  
• Invest in digital trust. Encouraging open feedback, providing access to mental health services globally, and offering training in emotional intelligence for distributed teams can strengthen interpersonal dynamics, even across time zones.
  

Balancing agility with wellbeing

The future of work is not just about being more remote — it’s about being more resilient. As Business Insider recently reported, companies that prioritize wellbeing are more likely to outperform their peers financially and attract better talent.

In this context, wellbeing is not a perk — it’s a business strategy. For global talent leaders, the goal must shift from enabling remote work to designing remote environments where people can thrive — culturally, socially, and emotionally.

Whether through hybrid solutions, better onboarding programs, or community-building efforts that span continents, global mobility professionals have the chance to redefine not just where we work — but how well we live while working. And that may be the most important metric of all.