Remote vs. In-Office: The Upskilling and Pay Gap Revealed

While the introduction of remote and hybrid work has unlocked new flexibility, a divide has also surfaced between how firms deliver upskilling and development. 

When growth frameworks aren’t built to support all work arrangements equally, or don’t exist at all, remote employees are more likely to be overlooked for learning programs, pay increases, and promotions, even when their performance matches that of fully in-office colleagues. 

Careerminds surveyed over 1,000 full-time U.S. workers across a range of industries to understand how their working arrangements (remote vs. in-office) influence access to upskilling, pay progression, and career advancement. The results demonstrate a clear gap: while the majority of workers report receiving some form of professional development, those who work remotely are less likely to see that growth recognized through pay or promotion. 

Nearly 1 in 2 remote workers report feeling overlooked for promotions, projects or skill development opportunities. Feeling consistently overlooked signals a risk to both engagement and retention. Remote employees might deliver a stronger result than in-office counterparts, but if they don’t see pathways for advancement, loyalty and motivation among these employees can erode, making even the highest performing talent more likely to consider leaving. 

The types of development offered reveal the root of the divide between remote and in-office employees. Remote workers are more likely to be given access to virtual training courses and online mentorship. In contrast, in office employees frequently benefit from experiences that increase visibility and influence within the organization such as face to face workshops, leadership programs and networking events. 

In-office employees are more often nominated for formal development such as technical certifications and given the chance to excel into leadership through related programs — all opportunities that are closely linked to pay increases and promotions. Remote workers, while participating in virtual events and coaching, often miss out on these avenues for recognition and career advancement. 

The gap still exists through informal activities, too. Activities like shadowing colleagues, participating in cross-department projects, and attending meetings with seniors are more exclusive to those working on-site, suggesting that proximity to headquarters influences how opportunities are allocated. Without a clear framework for all employees, remote employees may face slower career progression despite comparable performance. 

The disparity in upskilling and development opportunities has a direct impact on compensation. While the number of employees receiving a pay increase in the last year is fairly equal, (74% of remote employees and 75% of in-office workers), the size of the raises does not follow the same pattern. 

Remote workers are more likely to receive smaller increases: 14.6% saw an increase of less than 2%, 59.2% received 2 to 5%, 21.7% saw 5 to 10%, and only 4.5% earned raises of 10% or more. In comparison, in-office employees were slightly more likely to receive larger bumps: 11.5% received less than 2%, 61.5% got 2–5%, 20.2% received 5–10%, and 6.9% received 10% or more.

The difference correlates with the type of development employees receive. In-office workers, who have more access to face to face workshops and formal certifications, are often rewarded with raises linked to these credentials. Remote employees, relying more on virtual learning and online mentorship, have fewer opportunities to convert skill-building into compensation gains. 

Without a balanced, transparent growth framework, remote employees feel that career advancement is dependent on face-to-face time rather than performance. Over time, the lack of employee engagement can drive churn among remote employees, a reality that some organizations may welcome with open arms when enforcing return-to-office mandates. Our survey finds that 60.3% of remote workers have considered leaving their roles, showing that organizations risk losing high-performing remote talent unless they proactively design an equal development pathway. 

The solution to unequal development isn’t just about offering more training to all employees, it’s about structuring growth so it’s equitable, transparent and accessible to all employees working in different formats. Careerminds’ Career Frameworks helps organizations map skills to roles, promotions and rewards, ensuring employees understand what’s required in order to advance, regardless of location. 

Complementing this, Career Enablement equips employees with the tools and guidance needed to take ownership of career growth. Together, these approaches ensure that learning isn’t determined by proximity to head office but instead by capability and potential. 

Careerminds

Careerminds is a leading provider of outplacement and career coaching services, helping individuals navigate career transitions with personalized solutions, expert guidance, and support for lasting professional success.