Hybrid work dops employee engagement
The last report People at Work 2025 Posted by ADP Research delivers a clear observation: French employees are more committed than before, especially those who benefit from hybrid work.
In 2025, 21 % of employees in France say they are fully committeda record level in ten years. This rate exceeds that of Europe (17 %) and even that of the rest of the world (19 %).
The work mode plays a decisive role. Employees in hybrid mode, who alternate telework and on -site presence, are the most committed (25 %, +4 points). They are ahead of those working only on site (21 %) and those in full telework (11 %). This observation underlines the importance of a balance between autonomy and social ties in the commitment of employees.
This progression is not trivial. In 2015, only 15 % of employees said they were committed. The level had dropped to 13 % during the health crisis. Since then, it goes back slowly, carried by a better organization of work and a growing demand for flexibility.
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Autonomy appears as a major lever. Employees who can freely choose their workplace are more committed (27 %) than those forced by a rigid organization (16 %).
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Efficient teams, flexibility and equity: engagement engines
The workplace alone is not enough to guarantee commitment. According to the ADP study, membership of a powerful team changes the game.
Globally, 52 % of employees who consider their team effective say they are fully committed, against only 10 % for those who do not share this feeling. In France, 83 % of employees work as a team. Strengthening this dynamic is therefore a strategic issue.
The activity sector also strongly influences commitment. Intellectual professions, such as finance or computer science, display the highest engagement rates (up to 32 %). Conversely, in sectors that are not very compatible with telework (industry, transport, public services), the levels are lower (11 to 14 %). The possibility of choosing your work method therefore makes all the difference.
Finally, Flexibility should not be done at the expense of equity. Not all employees have access to telework. It is therefore essential to develop other levers of engagement, in particular via local managers, by giving them the means to lead their teams and to cultivate a strong sense of belonging.
Hybrid work today seems to meet a double requirement: offer autonomy while preserving the collective. For HR, this implies promoting a flexible but inclusive organization, where each employee, whatever his post, can feel useful, supported and committed.
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