12 Models of Remote and Hybrid Work

It seems like every few weeks, another high-profile CEO makes news demanding that employees return to the office. Don’t let the headlines fool you, though; for remote-capable jobs, most companies are still using remote or hybrid formats.

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In this article, we'll look at 12 popular forms of remote work so you can choose the strategy (or strategies) that suit your team best.

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The alternative: no remote

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First, though, let’s get old school and say a few words about “no remote” — the traditional on-site model. Obviously, in industries like manufacturing and construction, working from home just isn’t possible. However, in recent years, even companies that were previously eager to switch to remote work have been carrying out the notorious RTO (return to office).

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The advantages for employers are clear: employees’ productivity is believed to be greater when working from the office, and it’s easier for teams to communicate and managers to track employee engagement. However, some employees are simply not willing to return to the office, and for HR this means a potential loss of qualified candidates.

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More flexible models like the ones below can help companies avoid this problem.

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Hybrid models

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Remote time

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Remote time is a model that allows employees to work remotely for a certain number of hours or days per week. It attracts employees who prioritize flexibility and a good work-life balance.

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After the pandemic, Apple switched to remote time. In September 2021, CEO Tim Cook declared Mondays, Tuesdays, and Thursdays in-office days, letting employees work from home on Wednesdays and Fridays. Teams whose work depends on face-to-face interaction are required to be in the office four to five days a week. This policy is not final, and Apple may keep experimenting until it finds the right fit. Google is taking a similar approach, requiring most employees to be in the office three times a week.

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To implement this model, companies need to develop a transparent policy specifying the conditions and limits of remote work: who can work outside the office, when, and for how long. Otherwise, you run the risk of confused and disgruntled employees.

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Remote first (virtual first)

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In this model, the company has an office for those who want to work there but prioritizes remote work.

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This gives a company the advantages of remote hiring (access to a larger talent pool, greater attractiveness as an employer) while accommodating those who prefer working in an office. One downside is that the company has to pay for office space that may be underutilized.

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Dropbox is one company that uses this model, though it’s worth noting that they hold in-person meetings, brainstorming sessions, and quarterly strategy sessions.

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Remote work with on-site visits

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In this model, remote work is the default, but there are occasional meetings in the office for meetings, project work, or team building. 

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This format is convenient if the whole team lives in one city. Having employees travel from elsewhere can cause some grumbling, in which case there are a couple of options, such as choosing an alternative location for meetings or reimbursing travel expenses for individual team members.

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Remote allowed

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Here, employees are allowed to work remotely as long as they notify their manager in advance. However, the office is still considered the default workplace, and employees aren’t allowed to combine work with long trips or the nomad life.

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For example, as of January 2025, Amazon employees need to be in the office five days a week. However, there’s still a degree of flexibility: if there are extenuating circumstances, employees may be allowed to work from elsewhere.

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Compared with a strict in-office model, this approach allows the company to attract and retain professionals who value a balance between their personal and professional lives. However, for workers who are used to the freedom of classic remote work, it might seem too restrictive.

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Hub-and-spoke (satellite office)

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Here, a company has a central office and smaller satellites (which might be full-fledged offices or co-working spaces). The central office coordinates the work of the branches, distributes resources, and is the main venue for important meetings.

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Spotify does things this way: it’s headquartered in Sweden and has branches in 20 other countries. 

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The hub-and-spoke model is convenient for companies that want access to talent from other cities, as well as for employees who value flexibility but can’t or don't like to work from home. However, the company needs to expend resources to coordinate all its branches and ensure uniform working conditions. 

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Remote exceptions

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In this model, most employees work in the office, while a few work remotely.

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For companies, this format is convenient: they don’t need to spend major resources managing remote workers, as the traditional office structure remains the priority. At the same time, they get the opportunity to collaborate with specialists with rare skills elsewhere in the world.

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However, those employees can face challenges, such as feeling isolated because they can't fully participate in company life. One way to mitigate this is with a well-designed communication process within the team.

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Hybrid-remote

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In this model, some employees work remotely all the time, while others go to the office most of the time. Employees get more flexibility, and HR can reach the widest possible audience of professionals.

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To make it work, the company needs to build workflows for both remote and office employees, provide infrastructure for remote work, and make sure managers have the skills needed to handle remote teams.

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For example, Microsoft allows employees to work from home for at least half the week. This helps it attract and retain talent and sets the company apart from tech giants that have done RTOs. For now, management has no plans to abandon this format but says it might if productivity drops.

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Remote models

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Fully remote

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This model is the real deal: the company has no office, and employees work remotely from home, cafe, or beach.

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One of the most famous fully remote companies is GitLab, which has more than 1,800 employees from 65 countries. Unlike many companies that were forced to switch to this format due to COVID-19, GitLab has operated completely remotely since its founding in 2011. 

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To be productive, a fully remote company needs digital infrastructure and a well-designed communication system. Employees may also need support in navigating the remote life: without time management skills and the ability to unplug from work, they can burn out quickly.

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Freelance

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In this model, a company hires remote contractors and freelancers for individual projects.

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One advantage is that the business gets flexibility in hiring and can expand or shrink its team as task volume changes. In addition, it saves on health insurance, vacation, and sick leave costs.

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The big downside is that freelancers aren’t deeply involved in the company culture and may not commit themselves fully to projects. Businesses also need to consider the financial risks when paying people in different countries.

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Distributed

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Here, teams are distributed across different countries. For example, Zapier has over 800 employees spread across 40 countries. Employees gather for a corporate event once a year; the rest of the time, they communicate online (and not always about work). The company has compiled its many years of experience with distributed teams into a massive guide.

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Something to take into account with this model is time zone differences, which have both advantages and disadvantages. On the one hand, companies get the opportunity to create a continuous work cycle, which is especially convenient if they have clients around the world.

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On the other hand, holding joint meetings becomes much trickier, and communication needs to be arranged perfectly to avoid the two extremes of chaos and micromanagement. In addition, project managers may need additional training, including on cross-cultural issues.

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Asynchronous

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In the asynchronous model, employees choose schedules convenient for them, without real-time interaction with colleagues. Team members handle their own tasks and are just expected to make sure they finish on time. Ideally, this flexibility leads employees to work when they’re most productive.

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Buffer uses a model like this: real-time communication occurs only for urgent issues or at corporate events or one-on-ones.

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For this to go smoothly, there need to be crystal-clear workflows; otherwise, there may be delays in communication and decision-making. Additionally, the company needs to find ways to keep employees engaged.

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Results-Only Work Environment (ROWE)

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In the ROWE model, the only demand employers make of employees is quality results, regardless of hours worked, schedule, or location. The emphasis is on independence, mutual trust, and responsibility.

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This can work for disciplined and motivated employees who are used to organizing their own workflows. For newcomers or those who need direction, this model can seem bizarre and difficult. In any case, the company needs to set concrete goals and deadlines and monitor employee progress carefully.

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Best Buy is the most famous company to have used ROWE. After implementing it in 2005, the company noted a 41% increase in productivity and a 90% decrease in employee turnover. However, it ditched the model in 2013, explaining that delegation was the only management method available, and managers were unable to develop relationships with employees based on each person’s skills, experience, and individual characteristics.

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How to choose a model

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The formats above overlap in some ways, and they’re not mutually exclusive. Use them as a source of ideas for creating a comfortable and productive environment for your teams.

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Of course, your starting point should be the needs of the company and its staff. To identify these, think about the following questions:

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• What tasks would be performed by off-site employees: writing code, communicating with customers, and installing equipment?
• Under your current model, how are employees coping with the tasks?
• What do the employees themselves think about remote/hybrid work?
• Does the company have the infrastructure for remote work or the money to create it?
• Does the company have remote work policies or the expertise to develop them?
• Do managers know how to manage distributed teams?

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Whichever model you choose, make sure to regularly analyze its effectiveness after implementing it. Gather feedback from employees and managers, and be prepared to make adjustments.

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