This study analyses employees' views on the influence of team-building strategies on effective teamwork during transitions from remote to hybrid or on-site work settings. Participants were purposefully sampled based on the following core inclusion criteria: having transitioned from remote to hybrid or on-site work at their current organisation and having engaged in at least one team-building activity in this context. The study conducted 15 semi-structured interviews with employees from multinational companies located in five different countries. The findings indicate that team-building strategies are most effective when tailored to specific team needs, supported by active and authentic leadership, and responsive to cultural and interpersonal dynamics. Participants emphasised that psychological safety, role clarity, and emotional connection were strengthened when initiatives were meaningful, flexible, and intentionally designed. Rather than relying on one-size-fits-all formats, a balanced mix of formal and informal activities was found to be most beneficial in rebuilding trust and cohesion during transitional phases. This research suggests that team-building must be professionally guided, contextually grounded, and ongoing in order to support effective teamwork during times of change. It contributes to a growing body of research advocating for employee-centred strategies in shaping adaptive and cohesive work environments and provides suggestions for further research on the sequencing and long-term effects of team-building strategies.