This longitudinal study examines how the work experience varies according to the intensity of teleworking and the support received in the workplace. The analyses are based on data collected from employees at 11 organizations at three points over a three-year period; 2,105 people took part in the final wave.

The results show that the intensity of remote working, taken in isolation, has little influence on attitudes (direct effects). Nevertheless, a few effects stand out: one day of remote work is associated with a lower intention to leave, but with a poorer work-life balance; two days do not differ on any key indicator; three or four days may pose challenges for development and continuous improvement; five days is associated with a lower intention to leave. In contrast, support plays a central role (direct and moderating effects). Furthermore, support from the organization, supervisors and colleagues is associated with greater satisfaction, increased engagement and a lower intention to leave. These forms of support also moderate certain effects of the intensity of remote work: for example, organizational support helps maintain performance at 1 and 5 days, as well as perceptions of fairness at 2 days, whilst support from colleagues is particularly important for satisfaction in a hybrid context and performance in a 100% remote context.

In short, when it comes to hybrid working, it is not so much the number of days spent working remotely each week that makes the difference, but rather the quality and suitability of the support provided.