- Around one in four EU employees work in hybrid arrangements; 48 % have full autonomy over time and location.
- 56 % of managers work hybrid, compared with just 1 % in elementary occupations.
- Supervisors in controlled hybrid arrangements report 38 % stress versus 21 % in location-flexible setups.
- Line managers' new coaching role requires competencies that, according to case studies, are not systematically developed.
- Eurofound recommends clear organisational frameworks combined with flexibility in hybrid arrangements.
Eurofound: Hybrid work requires a new management model
Around one in four employees across the EU now work in hybrid arrangements, splitting their time between working remotely and on-site. According to a new Eurofound report, the central challenge is no longer where employees work, but how hybrid work is organised, coordinated, and managed.
The digital story "The shift to hybrid working: Management challenges", published on 27 August 2026 by researchers Sara Riso and Jorge Cabrita, examines in detail how hybrid work reshapes day-to-day management practices at the line manager level.
"Hybrid work is no longer just about where people work. It is about how work is organised and managed. Our research shows that there is no single model that works for every organisation or job. Effective hybrid work requires clear organisational frameworks, combined with enough flexibility for teams to adapt arrangements to their tasks and needs."
— Ivailo Kalfin, Executive Director of Eurofound
Flexibility varies significantly
The report's data shows that the degree of flexibility in hybrid arrangements varies considerably among employees:
| Hybrid model | Share |
|---|---|
| Full autonomy over both time and location | 48 % |
| Chosen location, but limited time control | 17 % |
| Flexible time, but fixed location | 13 % |
| Controlled hybrid arrangement (little say) | 22 % |
Hybrid work is also strongly concentrated in higher-skilled jobs. 56 % of managers work in hybrid arrangements, compared with just 1 % among employees in elementary occupations.
Management challenges without physical co-presence
According to Eurofound, the line manager's role is fundamentally shifting: managers are increasingly expected to act as coaches and facilitators, supporting communication, team cohesion, and employee engagement – while also setting objectives, coordinating work, and managing performance.
The central challenges identified in the digital story include:
- Coordination: New forms of coordination are needed when team members are not physically in the same place.
- Visibility and performance oversight: Line managers must maintain oversight of performance and workload without physical co-presence.
- Team cohesion and well-being: Deliberate measures are required to sustain cohesion, trust, and social connection in geographically dispersed teams.
- Access to information and opportunities: Employees in hybrid arrangements must have equal access to knowledge, training, and career development as those working on-site.
Stress depends on the hybrid model
The data shows that the specific hybrid model has a direct impact on employees' well-being:
| Parameter | Fully flexible | Controlled hybrid |
|---|---|---|
| Say they are treated fairly (employees) | 93 % | 83 % |
| Report stress always or most of the time (supervisors) | 21 % (location-flexible) | 38 % |
Skills are not systematically developed
A central finding from the report's case studies is that the competencies managers need to lead hybrid teams are not always systematically developed. Much of the responsibility rests on individual line managers and their discretion in how hybrid work is implemented in practice. Employees also need strong digital and self-management skills to work effectively with greater autonomy.
Policy pointers
The digital story concludes with concrete policy recommendations: The greatest need for guidance and support exists for managers who:
- build trust and coordinate dispersed teams,
- support employee well-being and inclusion,
- ensure equal access to information, training, and career progression.
The report emphasises that there is no one-size-fits-all model. Effective hybrid work requires clear organisational frameworks combined with sufficient flexibility for teams to adapt arrangements to their tasks and needs.
About the publication
The digital story is published by Eurofound on 27 August 2026 and written by Sara Riso, Senior Research Manager in the Working Life unit, and Jorge Cabrita. It is accompanied by a comprehensive research report of the same title. Eurofound is the EU's tripartite agency providing knowledge to assist in the development of better social, employment, and work-related policies.
The topics of teleworking, working conditions, working time, and work organisation form the publication's academic foundation.