Employers’ Dilemma: Let Them Go or Allow Them to Work Remotely?

Employers are increasingly facing a tough decision—should they part ways with a talented employee or accommodate their request to work remotely or in a hybrid format to retain them? “The reason behind this dilemma is the growing desire among employers to bring employees back to the office, while employees strongly resist this decision,” says Evelina Latyšovič, Head of Business Operations at the Lithuanian division of the global solutions company ManpowerGroup, shares her insights.

A survey conducted by KPMG International reveals that as many as 8 out of 10 employers worldwide want to bring their employees back to the office. At the same time, various studies highlight employees’ stances on this issue—according to Statista, one in five employees opposes mandatory office returns. In many cases, employees even choose to leave their jobs if they are not granted the option to work from home. This puts employers in the dilemma above: dismiss the employee or allow them to work remotely?

Special Conditions for Special Employees

“If an irreplaceable specialist with exceptional skills and high value to the organization requests special working conditions, the employer is more likely to negotiate and make concessions. A common compromise is allowing remote work on specific days of the week,” explains E. Latyšovič.

However, agreeing to such demands poses risks. According to the expert, other team members might lose trust in the employer, and the team’s overall morale could take a hit. Discussions about why certain employees receive special privileges while others do not are inevitable. Employers must be ready to answer questions from the rest of the team about why they are not allowed the same flexibility.

“That’s why, before making the decision to bring employees back to the office, employers should carefully consider how their team will react. The best approach is to conduct simple surveys and have open conversations with employees. If remote work is a dealbreaker for certain employees, employers must decide whether they are willing to lose them,” says E. Latyšovič.

Not Just Black and White

Changing a company’s work model is a significant transition, not only for management but also for employees. It affects their daily routines and long-term plans. Some may have to wake up earlier to drop their kids off at school, while others might need to give up hobbies to make it to the office on time.

Before implementing major changes—such as requiring employees who previously worked remotely to return to the office—it is crucial to recognize that various hybrid work models exist:

• Remote work with occasional office presence. Employees primarily work from home but come to the office when needed, such as for strategic meetings. This gives employees complete flexibility while allowing employers to strengthen team relationships through in-person gatherings.
• Structured hybrid model. Employees work remotely on predetermined days—typically Mondays or Fridays—making it easier to plan work schedules.
• Office-first with remote work flexibility. Employees primarily work from the office but have the option to work from home when necessary. However, this model can quickly turn into full-time remote work if not managed properly. Employers should establish clear guidelines on how many days per week or month employees can work remotely.
• Fully flexible hybrid model. Employees decide when and where they work, whether from home or the office. This model is built on trust—employees are given full autonomy as long as they meet organizational goals and do not abuse the privilege.

Thus, the common dilemma of whether to bring employees back to the office can often be solved by adopting the most suitable hybrid work model for the organization. It does not have to be an all-or-nothing approach—remote and office work can coexist, with the ideal solution often being one of the many hybrid work variations.