Two years after the Covid-19 pandemic made work-from-home a reality for millions of office workers, businesses have now accepted that remote work and hybrid models aren’t going away any time soon. By September of 2021, a Gallup poll found 45 percent of full-time US employees worked from home either all (25 percent) or some (20 percent) of the time. This included two-thirds of white collar workers. Gallup also found that 91 percent of people doing remote work wanted to continue to work from home at least part of the time.
Many business leaders now understand that remote work will persist, but also worry about the effect on company culture. This may also be why about 54 percent of workers told Gallup they’d like a hybrid model in the future, where they do some work from home and some in-office. Many executives have developed strategies to maintain company culture and connections among employees working online, such as:
Move to an online or hybrid format for culture-building activities like group events. Chen Zhao, Head of Alibaba’s NHCI US Lab, encouraged workers to build an online quilt for Aliday, which is typically a day-long, in-person celebration, to keep employees engaged with each other and the company.
Show employees how to support each other remotely. This may include online group sessions for non-work related purposes, like checking in with each other and seeing if others need help with anything.
Keep a tight focus on work-life balance. Just because employees work from home doesn’t mean they want to be working all the time. Respect off-hours the same as you would if your employees clocked out and left the office at 5 PM. Don’t call or text workers for anything less than an emergency (such as needing someone to fill in for an employee who unexpectedly can’t work tomorrow). Try to avoid sending emails in off-hours, and if you do, don’t expect anyone to answer until their typical work hours. Make it clear that employees do not have to respond to group emails during their off-hours and can follow up the next day.
However, flexibility for employees who prefer a non-traditional work schedule is also important. Many workers who moved to a remote model found that they preferred to do some projects after-hours or outside of the typical 9-to-5 schedule. If the job doesn’t specifically require a worker to be at their desk at a specific time – such as jobs where workers answer calls from customers – then there is no particular reason to demand they do so. Instead, some supervisors are shifting their focus to ensuring employees meet their goals, like getting a certain project done by Friday, as opposed to monitoring whether employees are online and working every second of the day.
Some executives have also expressed concern that a remote workforce may not receive the mentorship needed to foster future leaders. This is a particularly strong issue in fields where mentorship often leads to career advancement, like investment banking, consulting, and sales. As a result, some businesses in these areas are still determined to move back to in-office schedules or at least a hybrid model.
“We are not changing our long-term plans of working in the office (while also experimenting with rotational work schedules),” JPMorgan said in a memo for US employees sent at the end of December.
Meanwhile tech giants like Google and Facebook have pushed back return-to-office dates but still insist they want to return at some point, or pivot to a hybrid model. For the time being, as the Omicron wave of Covid-19 continues to rage, many companies will make do with online mentoring or working remotely only part of the time.
JPMorgan said in a memo for US employees sent at the end of December.
As many companies struggle to hire workers due to the Great Resignation, some feel the pull to offer hybrid, flexible, or remote work to entice employees to join their organizations. If your organization is struggling to hire enough workers, you may consider adding more of these options, such as letting workers choose if they want to work in-office or from home if the job allows it. The Great Resignation has shown employers that workers are ready to demand more of their workplaces, and companies that offer few incentives may find that “no one wants to work.”
Account Manager & Email Marketing Specialist
At Tack Media, Mariangel serves as the strategic architect of the agency’s sales and business development engine. As the head of the sales team, she oversees the entire acquisition funnel, from high-touch LinkedIn outreach and the development of high-conversion cold calling scripts to the final stages of the closing process.
Mariangel combines high-level project management with a mastery of the customer lifecycle, ensuring that every touchpoint in the sales journey is optimized for conversion. Her expertise goes beyond technical execution; she specializes in building multi-channel lead generation strategies that integrate automated email marketing with personalized human outreach. By aligning resource management with measurable ROI, Mariangel drives scalable growth for the brands she manages, ensuring Tack Media remains a dominant force in competitive markets.
Marketing Manager at Tack Media
Verónica Mejia is a Content Strategist and Project Manager with over five years of experience leading digital marketing initiatives, creative production, and brand positioning across international markets.
At Tack Media, she manages campaign execution, coordinates cross-functional creative teams, and develops structured workflows that ensure clarity, efficiency, and high-quality delivery. Her role bridges strategy and execution, translating brand vision into scalable digital systems.
With a background in graphic design and expertise in social media strategy, event production, and AI applied to business, Verónica brings a performance-driven mindset focused on measurable growth, strong storytelling, and operational excellence.
Senior Marketing & Project Manager
With over six years of experience in digital marketing and operations, Daniela leads cross-functional teams to deliver high-impact campaigns aligned with business objectives. She ensures projects move forward with clarity, structure, and accountability, keeping teams focused, aligned, and on track.
Daniela is known for her strong ownership mindset, problem-solving approach, and ability to bring structure to complex initiatives. She plays a key role in driving collaboration across departments, supporting leadership decisions, and maintaining momentum across multiple projects simultaneously.
Committed to continuous growth and innovation, she focuses on optimizing processes, strengthening team performance, and contributing to scalable, long-term strategic development.
Head of Marketing at Tack Media
With over 13 years of leadership experience in digital marketing, Stephanie has developed an expertise in driving high-impact communication and comprehensive marketing strategies.
Holding a Bachelor’s degree in Communication Science from Tecnológico de Monterrey and a Master of Science in Business Communication and Digital Media from Tilburg University in the Netherlands, her advanced research on eye tracking and AI positions her at the forefront of innovative marketing methodologies.
Since joining Tack Media in 2022, Stephanie has taken charge of the agency’s marketing division, leading a high-performing team of 33 professionals. She is responsible for the strategic oversight of marketing operations, executing large-scale B2B campaigns, analyzing market trends, and spearheading branding initiatives that resonate with diverse target audiences.
As a forward-thinking leader, Stephanie is currently pursuing a Data Science certification to integrate data-driven insights and AI into Tack Media’s marketing strategies, enhancing the agency’s ability to deliver exceptional results for clients across industries.
CMO & Board Member
Ranked globally as a top-tier marketing executive, Kevin Tash does more than design strategies—he redefines markets. As a core leader and Board Member at Tack Media, Kevin brings a high-performance growth mindset that has transformed organizations across diverse sectors, from SaaS to high-growth e-commerce.
Based in the Los Angeles metropolitan area, his proven track record includes spearheading global strategies for companies in the $20M to $100M range. He specializes in scaling complex operations and managing multi-million dollar portfolios, leveraging a global perspective to drive sustainable competitive advantages. Kevin’s leadership is defined by his ability to bridge the gap between visionary branding and rigorous operational execution.