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Remote work is no longer just a holdover from pandemic necessity, it is firmly established in the workplace. 63% of employers now offer some form of remote or hybrid work, according to SHRM’s 2024 State of the Workplace report. Even the most well publicized efforts at “Back to the Office,” have left room for some component of flexible, remote work. It’s no longer just a trend. And remote workers are more engaged than their office-bound counterparts.
Gallup’s 2025 State of the Global Workplace report confirms that remote workers are often more engaged than their on-site peers. But while engagement is up, employee wellbeing is down, particularly among remote and hybrid workers. For human resource professionals, this problem presents both a challenge and an opportunity.
The good news? HR can create an environment where employees are not just engaged, but also motivated, and loyal.
Thoughtful incentives, along with support and communications can help.
4 minute read
Gallup’s 2025 State of the Global Workplace report describes what they call the Remote Work Paradox where remote and hybrid employees often feel more engaged at work but also feel more emotionally distressed. Remote work may contribute to higher engagement, but it doesn’t necessarily improve wellbeing.
Gallup’s Chief Scientist Jim Harter explains, “Engagement and wellbeing are not the same thing. A person can be highly focused and productive—and still struggling emotionally.”
For HR teams, the takeaway should be that efforts to promote recognition and meaningful reward for remote workers are important.
“Engagement and wellbeing are not the same thing. A person can be highly focused and productive – and still struggling emotionally.”
– Jim Harter, Chief Scientist, Gallup
The Gallup report also points to a drop in manager engagement, from 30% in 2023 to 27% in 2024. Keep in mind that disengaged managers are less likely to support remote teams effectively. Managers are the key, and often the only substantive link between remote employees and the organization. Without strong support from their direct manager, even engaged employees can begin to feel disconnected.
As Harter puts it, “The manager experience has become more complex—and HR must equip them to lead through change, not just manage day-to-day work.”
Incentives are one powerful but often underused lever for HR. Whether incentives come in the form of gifts and spot awards, performance bonuses, peer recognition, or non-monetary perks, well-designed incentives can boost morale and motivation, create moments of recognition and appreciation and reinforce behaviors.
In remote and hybrid settings, where casual praise and in-office celebrations are less common, structured incentives take on even more importance. Incentives help employees feel valued and appreciated, no matter where they work.
To turn engagement into sustainable performance, HR must lead the charge on embedding gratitude into remote work culture by providing programs that make it simple for managers to effectively reward employees.
Successful organizations use employee engagement incentives and reward programs as strategic tools to attract and retain top talent. Human Resources teams implement these initiatives to motivate employees, recognize performance, and strengthen long-term retention.
Whether tied to milestones or deployed as spontaneous gestures, thoughtful recognition and occasional workplace celebrations can enhance morale, promote team cohesion, and foster a stronger sense of organizational loyalty.
Sustained employee engagement is essential to building a productive and committed workforce. Engaged employees are more likely to find satisfaction in their roles and to contribute meaningfully toward achieving the organization’s goals and aims.
Equip managers with the tools to express gratitude and provide incentives for remote teams. Encourage managers to recognize employees for specific, identifiable actions and show that the organization and the manager value and appreciate their skills.
Build a culture where gratitude and appreciation are routine. Employee recognition is a positive way to communicate your high standards for work and your willingness to reward people with similar standards. Tie incentives to company values and individual or group contributions.
Employees want to feel connected to the organization. Use regular meetings – especially online meetings for remote workers – to reinforce organizational camaraderie and to publicly recognize achievements.
One size doesn’t fit all. Some employees may value cash bonuses, while others prefer learning opportunities or flexibility. Offer choice where possible. Offering a wide selection of incentives and awards increases the perceived value of the incentive.
Remote work is working when organizations actively invest in making it work. Engagement doesn’t just happen, especially in a dispersed workforce. It must be developed through trust, structure, communication and incentives that reinforce the right behaviors and outcomes.
HR professionals aren’t just administrators of policies, they are architects of organizational culture. By pairing the flexibility of remote work with thoughtful recognition and rewards, organizations can ensure that employees are engaged, as well as thriving.
Design Sessions are a great way to review best practices and create a complete delivery sample.
