How businesses can support remote teams beyond productivity metrics
Remote work has become more than a trend. It’s now a permanent fixture for millions of professionals. According to Gallup’s latest State of the Global Workplace Report, fully remote employees are the most engaged group in today’s workforce. But there’s a catch: they’re also more likely to experience loneliness, sadness, and stress.
This remote work paradox is something organizations can no longer afford to ignore. High engagement does not always mean high wellbeing. Overlooking this distinction can lead to serious problems with retention, morale, and long-term performance.
Engaged but Emotionally Strained
Fully remote workers report the highest engagement levels at 31%, compared to hybrid (23%) and fully on-site (19%). This suggests that autonomy, flexibility, and the ability to work in flow may drive strong attachment to the work itself.
However, only 36% of these same workers say they’re thriving in life overall. They also experience higher rates of stress (45%), loneliness, anger, and sadness than on-site peers. These effects persist even after accounting for income.
Autonomy without connection can create unexpected challenges.
The Psychological Costs of Remote Work
Gallup’s findings highlight three major reasons why wellbeing suffers even as engagement rises:
- Physical distance becomes mental distance. Without casual social interactions like team lunches or hallway conversations, remote work can feel transactional. People often feel like they’re working in isolation, disconnected from something bigger.
- Too much freedom creates pressure. Autonomy can be empowering, but too much of it leads to stress. Without clear structure or coordination, employees may struggle to manage their workload or collaborate effectively.
- Technology is not a perfect substitute. Digital tools help teams stay in touch, but they do not replace the emotional benefits of in-person communication. Technical issues, lack of access to resources, and constant screen time add to daily frustration.
Why This Matters for Your Organization
This isn’t just a wellness concern. It’s a business issue.
Gallup found that 57% of fully remote workers are either actively looking or passively watching for new job opportunities. Among those who are both engaged and thriving, that number drops to 38%. When companies support both engagement and wellbeing, employee retention improves significantly.
Gallup’s Q12 Meta-Analysis shows that the link between engagement and wellbeing is one of the strongest predictors of performance. Thriving employees are 70% more likely to deliver strong results and contribute positively to company culture.
What Leaders Can Do Now
To build truly sustainable remote teams, employers must look beyond virtual happy hours. They need to foster real connection and create meaningful support systems.
Here are four ways to start:
- Encourage shared rituals. Weekly virtual lunches, cross-functional coffee chats, or shoutouts in team meetings can go a long way.
- Use tools that create real-world connection. Platforms like Krew Social help employees meet in person and build real relationships, even when they work remotely.
- Train managers to prioritize wellbeing. Use engagement tools like the Q12, but also make space for personal check-ins and conversations about mental health.
- Make social interaction part of the job. Community should not be optional. It needs to be integrated into how teams work and connect.
Final Thought: The Human Side of Remote Work
Remote work provides flexibility, but without connection it can lead to isolation. Companies that want to retain top talent and strengthen team culture need to invest just as much in human connection as they do in productivity.
