Over the past three years, many workers have been provided with remote and hybrid workplace options – originally out of necessity due to health concerns and recently as a matter of employee convenience. Employee location preference – whether based on the pursuit of long-held passions, fulfilling family obligations, or just satisfying wanderlust—has become a pressing worker demand.

The push for remote work strategies didn’t begin in 2020. In the Before (i.e., prior to 2020), some employees had already been changing how they viewed work. They were getting tired of the hurry-up-and-wait dynamic of scrambling to get ready for work before sitting in traffic all the way to the office. The gas prices. The missed soccer games. The loss of productivity any time a family member got sick. A lot of people were starting to ask for new arrangements, and a lot of their employers were willing to give them a try.

Almost 80% of respondents to Deloitte’s first Global Remote Work Survey for tax said they allow some level of remote and hybrid work. However, many companies are struggling to identify the best approach to operationalize their remote work policy in a way that enhances their talent and culture strategies while also managing complex tax compliance and business risks.