Remote work and hybridization: how to recreate cohesion?

Article published at: Aug 13, 2025 Article author: Aurélie Kouéta Article tag: Vie Professionnelle
Télétravail et hybridation : comment recréer de la cohésion ?
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The challenge for companies: balance between flexibility and collective

Remote work, accelerated by the health crisis, has established itself durably in companies. While it brings flexibility and quality of life, it also tests team cohesion and corporate culture. How to recreate connections in this new hybrid environment?

Remote work: an underutilized potential

The OECD estimates that 27% of jobs could be performed remotely, but only 12% actually are. In France, according to Dares (2023), about 30% of employees practice remote work at least one day a week, with significant disparities across sectors (digital, finance, and communication leading).

This gap illustrates a tension: while employees advocate for flexibility, companies still struggle to make it a coherent, inclusive, and sustainable model.

Setback or adjustment: some companies are going back

While remote work is widely adopted, some companies are initiating a partial return to in-person work. According to a Kastle Systems (2024) survey, office occupancy rates in the United States have risen to 50% to 60% on average, compared to less than 30% in 2021. In France, the Malakoff Humanis barometer (2023) shows that 27% of employers have restricted remote work, citing a decline in collective creativity, management difficulties, and a weakening of the sense of belonging.

This phenomenon reflects a strategic challenge: finding the right balance between flexibility and organizational performance.

The risks of a fragmented organization

Remote work and hybridization have obvious advantages (reduction of commuting time, better work-life balance, increased autonomy), but also risks that would be dangerous to underestimate:

🔵Isolation: one in two remote workers reports feeling more isolated than before (Malakoff Humanis Barometer 2023);

🔵Dilution of corporate culture: shared values and rituals lose intensity at a distance

🔵Collective imbalance: tensions between those who work remotely and those present on-site, risks of perceived inequity.

These vulnerabilities directly impact engagement, creativity, and talent retention.

Organizational challenges: beyond the human aspect

Beyond psychological issues, hybridization raises structural challenges for companies:

🔵Reorganization of workspaces: shared offices, flex office, and real estate costs redefine internal logistics;

🔵Digital security and confidentiality: the widespread use of digital tools multiplies cyber risks and requires increased investments;

🔵Equity and performance evaluation: how to ensure fair criteria between employees present on-site and those working remotely?

These organizational dimensions are as strategic as the human aspects to ensure the sustainability of the hybrid model.

My support: strengthening cohesion in the hybrid

I support professionals and organizations in transforming remote work and hybridization into levers for collective performance, through:

🔵Cohesion and regulation workshops to recreate connections, foster trust, and strengthen team dynamics;

🔵Skills assessments to help each employee clarify their trajectory in a changing context;

🔵PNL sessions to manage resistance and strengthen emotional resilience;

🔵An adapted internal communication to maintain transparency and a sense of belonging.

Towards a new work culture

Remote work and hybridization are not a pause but a lasting transformation. Companies that can combine flexibility and cohesion will build a decisive competitive advantage: attracting and retaining talent while cultivating a vibrant and shared culture.

The question is no longer whether hybrid work will prevail, but how to transform it into a collective opportunity rather than a risk of fragmentation.

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