Abstract: Distributed work arrangements have evolved from niche practices into mainstream organizational imperatives, accelerated by technological advancement and global disruptions. This article synthesizes research at the intersection of distributed work and work design to offer human resource development (HRD) professionals and managers an integrative framework for designing non-traditional work arrangements that sustain productivity while fostering employee growth. Drawing on job demands–resources theory, virtuality frameworks, and empirical evidence spanning multiple industries, we examine the organizational and individual consequences of distributed work and present evidence-based interventions across five domains: work design optimization, technology infrastructure and digital literacy, boundary management support, leadership and feedback systems, and psychological contract recalibration. The framework unifies conceptual models to improve understanding of the current landscape and identifies actionable strategies for aligning distributed work with corporate goals, HR policies, and employee development priorities. Organizations that proactively design distributed work systems—rather than reactively accommodate remote arrangements—position themselves to capture productivity gains, enhance employee wellbeing, and build sustainable competitive advantage in an increasingly virtual economy.