In the age of return-to-office (RTO) mandates, business leaders seem to be increasingly prioritizing in-person work, citing easier collaboration, management, and project efficiency.

To better understand managers’ perceptions of in-person versus remote workers, in June, ResumeBuilder.com surveyed 626 managers who supervise both in-person and remote employees.

Key findings:

  • Majority of managers say in-person workers are better leaders, easier to train
  • 56% report caring more about the growth of in-person workers
  • 1 in 4 managers is more likely to fire their remote vs. in-person direct reports
  • Needing more supervision tops reasons for increased likelihood of axing remote workers

The Majority of Managers Believe In-Person Workers Are Better Leaders, Communicators

Overall, managers report that in-person workers have better professional skills than remote employees. When asked if in-person or remote workers are easier to train, 76% believe in-person employees are more trainable. Only 15% think remote direct reports are easier to train, and 10% believe there is no difference between in-person and remote workers.

The majority (58%) say that in-person employees are better leaders, compared to 13% for remote workers, and 29% think they have the same quality of leadership skills. Additionally, 53% of managers believe in-person direct reports are better communicators, whereas 20% believe this of remote workers, and 27% say the groups are equivalent.

Many managers (45%) also see in-person employees as more accountable, 31% think remote workers are more accountable, and 24% report no difference between in-person and remote direct reports. In terms of trustworthiness, 40% favor in-person workers, compared to 26% who say remote workers are more trustworthy, and 34% who say in-person and remote workers are the same.

“With the advent of remote work, managers have had to adapt to overseeing their teams without the traditional in-office presence. The old management techniques no longer apply effectively to a remote workforce, highlighting a need for new training and strategies,” says Resume Builder’s Chief Career Advisor Stacie Haller. “This shift has revealed that many managers lack the training and experience necessary to manage and motivate their staff when they can’t physically see them working. As a result, they tend to focus on managing those they see, where they feel they have more control and influence, often viewing remote workers less favorably.”

However, there are a few areas where managers are more likely to say in-person workers are doing better than remote workers. Additionally, 39% see in-person workers as more efficient than remote employees, and 39% say that remote employees are more efficient.

Managers report remote workers having better attitudes, with 46% saying they are more positive than in-person employees and only 27% saying in-person workers are more positive than remote reports. Additionally, 39% see in-person workers as more efficient than remote employees, and an equal 39% say remote employees are more efficient.

“This perception stems from the direct and immediate interactions that in-person work facilitates, fostering stronger relationships and more effective communication,” says Steven Mostyn, chief human resource officer of Management.org.
“In my experience supervising both remote and in-person workers, I have noticed differences in engagement and accessibility. In-person employees often benefit from spontaneous interactions and immediate feedback, which can accelerate their development. Remote workers, while equally capable, may require more structured communication and intentional efforts to ensure they feel connected and supported.”

1 in 2 Are More Invested in Their In-Person Employees’ Growth

Of managers we surveyed, the majority (56%) say that they care more about the growth of in-person employees, while 44% are neutral and less than 1% care more about remote workers.

Reasons managers care more about the growth of in-person reports include accessibility (61%), ability to build strong relationships with colleagues (60%), contribution to a positive work environment (56%), ease of performance assessment (51%), personal familiarity (44%), trustworthiness (44%), increased competence (42%), and personal preference (33%).

“One significant difference that arises in supervising remote versus in-person workers is communication — remote employees require more structured, proactive communication strategies, says Anna Williams, human resources director at Digital Silk. “Host regular check-ins and provide clear feedback to ensure alignment with company goals.

“It’s also critical to adopt innovative strategies to foster professional growth in remote employees. For instance, we have implemented robust online training programs, enabling off-site employees to continuously upgrade their skills and enhance their leadership potential.

“As for caring about growth, it’s not the location of the employees, but the quality of the interaction they have with their managers that counts. Through transparent dialogue, constructive feedback, and tangible growth opportunities, managers can demonstrate their commitment towards the development of remote employees equally to in-person ones.”

1 in 4 Managers Are More Likely To Fire Remote Direct Reports

Many managers report preferring in-person to remote direct reports, with 25% being more likely to fire remote workers. In comparison, 17% say the same of in-person workers. The majority (57%) see no difference in their likelihood of firing in-person versus remote direct reports.

Managers say they are more likely to fire remote workers because they need more supervision (54%), frequently miss deadlines (43%), and experience more technical issues (40%). Other factors include attendance issues (38%), negative attitudes (37%), and incompetence (36%).

Additionally, poor leadership skills (35%), lack of personal familiarity (33%), lack of contribution to company culture (31%), and trustworthiness issues (30%) contribute to the reasons why remote workers are more likely to be fired.

“This bias will become increasingly detrimental to the organization’s culture if a portion of their employee population is not getting the support they need, or if they are facing disadvantages by not being in the office,” explains Haller. “This will cause employees to leave and join other organizations where they feel more valued. In today’s world, information is shared and it will be harder for these organizations to attract talent that prefers remote work. Managers need the training to support all of their employees – regardless of where they are working.”

In contrast, managers explain they are more likely to fire in-person workers because they frequently miss deadlines (47%), poorly manage time (45%), need more supervision (44%), or are not competent (41%).

Additionally, managers cite involvement in office politics (38%), lack of trustworthiness (35%), and displaying poor leadership skills (38%). Finally, 24% of managers say that they know these workers personally and dislike them.

Methodology

This survey, launched on June 12, 2024, was commissioned by ResumeBuilder.com and conducted online by the polling platform Pollfish. Overall, 626 managers completed the survey.

Appropriate respondents were found through screening questions. They had to work at least partially in-person, manage both in-person and remote employees, and be in a corporate setting.

Additionally, all participants had to be over 25, have a household income of at least $50,000, have an education level above high school, have a manager-level role or higher (organizational role: owner/partner, president/CEO/chairperson, C-level executive, chief financial officer, chief technology officer, senior management, director, HR manager, middle management), and work at a company with more than 10 employees.

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