NW MI Remote and Hybrid Worker Study

Northwest Michigan Remote and Hybrid Worker Study
 

The 2025 NW MI Hybrid and Remote Worker Study was completed to gain insights into the prevalence, preferences, challenges, needs and demographics of remote and hybrid workers in the northwest lower Michigan region. Data sources included an online survey administered across the region that received nearly 800 respondents, regional in-person focus groups, and national teleworker studies, surveys and statistical data sets.  View the Appendices for the detailed supporting documentation. 

Key Takeaways:

• The study confirms a continuing trend of teleworking (a term used interchangeably with “remote” and “hybrid” work) in the region. An estimated 23% of the regional workforce is remote or hybrid.
• Between 2022 and 2024, in the region and nationally, the estimated total number of teleworkers (full-time and part-time) increased.  By 2024, the estimated number of part-time teleworkers exceeded those who teleworked full-time.
• Nationally, there was a slight decrease in the estimated number of teleworkers between 2024 and 2025.  The percent change of teleworker growth between 2022 and 2025 grew by 9.99% for full-time teleworkers and 40.7% for part-time teleworkers.
• Hybrid work is the dominant remote work model.
• Of the ~800 regional survey respondents:
  • 79% worked remotely prior to the pandemic.
  • 59% have only lived at their primary residence for five years or less.
  • 23% fly out of Cherry Capital Airport when traveling to other locations for work.
  • 53% would remain in the region if the availability of remote work was removed.
  • 56% are definitely more apt to work for a company that offers remote work.
• Some suggestions on how employers or communities can support these workers:
  • Focus workforce development efforts on skills aligned with remote work occupations, such as management, sales, legal, finance, and technology.
  • Provide technical training on remote work collaboration methods and tools.
  • Provide clear and frequent communication between the employee and the employer.
  • Offer perks, such as IT support, provision of office and computer equipment, or reserved co-working/meeting spaces.
  • Create more spaces, places and programs where remote workers can conduct business meetings, network, and combat isolation.
  • Continue to invest in the local “quality of life” features (natural resources, recreation, childcare, broadband, housing, etc.) to attract and retain these workers.