Today we’re releasing the results of a third-party survey we did of both employers and the employees of remote companies with 250+ employees, to learn more about the value and importance each group holds towards investing in culture within remote teams. The results indicate a clear disconnect between the benefit employees place on in-person gatherings for remote workers, and the lack of prioritization on them by their employers. 

Since the pandemic, the dynamics of work have dramatically changed. A significant number of companies switched to a full-time remote working environment, with others adopting a hybrid approach that embraced the flexibility of WFH, while also incorporating some in-person time in the office. The struggle facing a lot of these employer, however, is how they approach culture and team dynamics after making the switch from a fully in-office setup to other models. This reflects a trend we are also seeing with our customers—the need to close the gap between what remote workers are wanting and how leadership teams are investing in their most valuable asset— their people. As remote working spreads across all industries, it’s clear that best practices for building strong organizational cultures from yesteryear simply haven't kept up or adapted to the new model.

A closer look at the data

The responses revealed that although 60% of employees feel in-person company offsites or retreats make them feel more engaged in their role, and 66% of those asked would like to see their employer offer such initiatives, less than half (49%) of employers surveyed are actually planning to host these type of events in a given year. 

Other interesting findings from the study were related to recruitment and turnover at remote-first workplaces. The majority of employees (68%) cited company culture as a deciding factor when interviewing for a new job, with 60% saying they would be more likely to join a company if it offered in-person offsite or company retreats. Exactly half of respondents said they’d consider leaving a company if there were ‘no or few opportunities to see co-workers in-person.’ 

Meanwhile, on the opposite side of the spectrum, employers are aware of the issue, with 69% responding that their company wants to build a stronger remote company culture, but aren't sure how, and surprisingly only 35% of respondents agree that company culture has an impact on tenure and turnover at their organizations. Further illustrating this point, only 1 in 4 employers considers reducing turnover a top priority, however 70% of employees say they are considering leaving their job in the next 12 months. The top reasons given for leaving are poor company culture, low morale, lack of in-person get-togethers, lack of opportunities, and salary.

The key findings also include: 

  • 66% of employers would like to offer more in-person employee offsites or company retreats, but haven’t prioritized it in their budgets
  • Nearly half of employees surveyed say it is important to spend in-person time with their colleagues doing something other than work—while 1 in 5 have never gone on a company retreat with their colleagues, and of those who did, more than half (51%) said they spent the majority of their time working while on the retreat.
  • 43% say they are lonely working remotely, and 70% said they were considering leaving their job in the next 12 months, with the top reasons cited as poor company culture, low morale, lack of in-person get togethers, and salary. 

Blending priorities

For me, the survey responses tell a story of disconnect, but also transition. Leadership teams should take note that their remote employees are eager for opportunities to see and collaborate with their colleagues in person, ideally on an annual (or more frequent) basis. And although two-thirds of employers say they prioritize in-person company retreats, the statistics tell a different story in terms of actually following through on that sentiment.

At Moniker, we have always been focused on helping clients create and operate memorable experiences that allow them to brainstorm, celebrate achievements, or kick back and bond in inspiring places around the world. 

Our niche has been working with remote companies from around the world, and helping them connect with their teams in-person, at least once a year. The majority of the retreats we plan incorporate a fair amount of work and time allocated to teams being able to collaborate on projects together, but also allow for significant time in the agenda devoted to teambuilding and leisure time for employees to bond outside of the work environment. 

We have heard from countless clients (and their employees) that the benefits—in terms of direct ROI and indirect advantages in terms of boosted morale, engagement, and camaraderie—is directly attributable to the retreats they host, and invaluable to building company culture. We are on a mission to spread the word that these types of retreats can be the single most important investment remote companies can make into their teams and people.

* The survey was conducted in partnership with a third-party research firm, the US survey includes 250 employers in companies with 250-500 employees, and 1004 employees in companies with 250-500 employees.