Should your company be remote? Here’s what we see from the hiring frontlines

At Out of Office, we’ve spent years helping teams hire and grow remotely across time zones and cultures. In this article, our VP of Growth, Tim D’Onofrio, shares what he’s learned from over a decade in remote hiring, including why remote work isn’t a universal solution, and why that’s actually a good thing.

As someone who’s been working in and around remote hiring for more than a decade and currently supports a team spread across India, Vietnam, and beyond, Tim has seen just how powerful (and challenging) remote work can be.

The shift to remote work opened up incredible possibilities. Talent wasn’t bound by geography. Companies could hire globally. Flexibility became a top priority for workers, and for many, it still is.

But as the dust settles from the pandemic-era transition, we’re seeing a more complicated picture emerge. According to LinkedIn's 2025 future of work report, remote job listings have dropped by 21%-year over year, while remote job applications have surged by over 50%.

That mismatch is revealing something we don’t talk about enough:

Remote work isn’t for everyone. And that’s not a bad thing.

In our rush to embrace flexibility, we've skipped a crucial part of the conversation: fit.

Not every role should be remote. Not every person thrives outside a traditional office. And pretending otherwise does a disservice to both companies and candidates.

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The myth of universality

Over the last few years, remote work has been positioned as “the future”, universally better, more efficient, more human and that is true but there’s also another reality to it.

A 2025 Gallup survey shows that only 38% of fully remote workers feel strongly connected to their organization’s mission and culture. Meanwhile, 35% report experiencing loneliness or disengagement on a weekly basis, despite liking the flexibility.

On the employer side, data from Mercer reveals that 46% of remote-first companies continue to face challenges around accountability, collaboration, and culture.

This doesn’t mean remote work is broken, it just means it isn’t one-size-fits-all.

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What makes someone thrive remotely?

At Out of Office, we’ve learned to stop asking “Can they do the job?” and start asking: “Can they thrive remotely?”

Here’s what shows up consistently in high-performing remote professionals:

• Self-direction: Can they manage priorities and momentum without close supervision?‍
• Proactive communication: Do they share progress early, ask questions, and over-clarify?‍
• Emotional intelligence: Can they read tone, build trust, and resolve friction through a screen?‍
• Comfort with ambiguity: Especially across time zones and async workflows, clarity doesn’t always come fast

These traits matter more than polished resumes or brand-name experience. And they're not always easy to find.

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It’s okay to prefer the office

Let’s say it plainly: Choosing not to work remotely doesn’t mean you’ve failed.

Some professionals thrive in in-person environments. They love the energy, the hallway chats, the structure. Some roles genuinely benefit from in-office collaboration and real-time feedback. Others simply miss human interaction.

That’s not a weakness, it’s clarity.

Acknowledging that preference upfront can help companies make better hires, reduce churn, and create a work environment that fits how their people operate best.

It’s far better to recognize that early than to force a square peg into a remote-shaped hole.

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The hiring mistake most companies still make

Too many companies still sell remote work as a perk without being upfront about the expectations.

But remote isn’t just a benefit, it’s a skillset.

If you’re hiring remotely, don’t just ask if someone likes working from home. Ask:

• How do you structure your day when no one is watching?
• What do you do when you're stuck on something?
• How do you build relationships without meetings?

These questions tell you far more than "Are you open to remote?" They uncover readiness, and that makes all the difference.

Companies that screen for remote competencies upfront avoid mis-hires, build stronger teams, and create clarity for everyone involved.

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Which teams fit remote work?

Not every team is suited for remote, and that’s where most hiring strategies break down.

We’ve seen remote work click best in teams where deliverables are clear, communication is well-documented, and autonomy is baked into the culture. Product, design, engineering, marketing, and customer support roles often thrive in these conditions.

Conversely, teams that rely on high-touch collaboration, real-time decision-making, or rapid back-and-forth (like early-stage sales, or highly regulated roles) may struggle without strong systems in place.

The question isn’t whether remote work "can work", it’s whether your team’s function, culture, and leadership are designed to support it.

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Why this conversation matters now

Remote work is evolving. It’s no longer a novelty. It’s now a serious organizational strategy, or a serious risk.

And we need to mature how we talk about it. Not with binaries, remote vs. in-office, good vs. bad, but with nuance. With fit. With honesty:

• Some teams thrive async. Others need core hours.
• Some roles need real-time feedback. Others run fine in silence.
• Some professionals need structure. Others need space.

Remote work is a powerful tool. But it's not the destination. It’s not for everyone, and that’s okay.

In fact, that’s what makes the teams who get it right so effective.
They aren’t trying to make remote work for everyone. They’re focused on making it work for the right people.