The state of hybrid/remote work in Switzerland two years post Covid

The demand for remote and hybrid working options has significantly shaped recruitment dynamics, especially since the COVID-19 pandemic compelled companies worldwide to adopt flexible working models. Today, these models often sit at the heart of ongoing debates between employers and employees. Balancing expectations and needs on both sides has become crucial yet challenging, particularly for companies aiming to create effective work environments that drive both productivity and satisfaction.

Interestingly, even before COVID-19 forced this shift, Switzerland had already been trending towards more remote work arrangements. Deloitte’s research indicates a clear, pre-existing interest in flexible work that the pandemic accelerated. Yet, while remote work offers significant benefits, its complexities—especially within the Swiss labor landscape—present critical pros and cons worth careful consideration.

One key factor in Switzerland is its geographical proximity to neighboring countries, notably France. Cross-border employees, known as “frontaliers,” face legal limitations on their ability to work remotely, capped at two days per week or 40% of their working hours. This creates inherent inequalities when local employees can work remotely more frequently, which may impact team cohesion and fairness perceptions.

The demand for remote and hybrid working options has significantly shaped recruitment dynamics, especially since the COVID-19 pandemic.

Productivity: The Core Question in Remote Work

The productivity question often tops the list when discussing remote versus in-office work. Early studies suggested remote work could increase productivity, but their self-reported nature raised questions about accuracy. Recent studies provide a more complex view, suggesting potential declines in productivity, a shift that may explain why some organizations are increasingly urging employees back to the office.

From an employer’s standpoint, remote work temporarily expanded the available talent pool by removing geographic limitations. However, Swiss employees should consider that the same factors allowing them to work from anywhere may also lead employers to consider outsourcing roles to more cost-effective regions.

Cultural Impact: The Value of In-Person Interactions

While quantifiable metrics like productivity remain essential, remote work’s most profound effects may be on the company culture and the intangible benefits of in-person interactions. Mentorship, spontaneous collaboration, and cross-departmental idea exchange thrive in physical spaces, often in unplanned, casual settings—like coffee breaks—that contribute to trust and camaraderie. Digital tools can facilitate meetings and collaboration, but they rarely match the richness of in-person connections that foster team unity and company culture. Virtual coffee breaks and similar initiatives, while well-intentioned, often feel artificial and may even interrupt workflow rather than enhance it.

Career Development and Visibility Concerns

A growing body of research shows that remote employees may face challenges when seeking advancement. Simply put, “out of sight, out of mind” often applies, making remote workers less visible for promotions or growth opportunities. This shift can increase reliance on KPIs and deliverables as performance indicators, which, while helpful, can sometimes border on micromanagement if overemphasized.

In our recruitment practice, we’ve seen candidates insist on working from home three days a week, even when they live within a short distance of their potential employers. Such insistence, especially for new hires, can send mixed messages about their investment in their new roles and willingness to integrate with their teams.

Employees working remotely are rarely promoted.

Finding the Ideal Balance in a Hybrid Model

The prevailing trend points toward a hybrid model as a sustainable compromise. For many organizations, a one- or two-day home office arrangement per week seems to provide an ideal balance between supporting employees’ well-being and sustaining organizational cohesion. To enhance this model’s effectiveness, companies are setting parameters around “in-office days,” ensuring team members overlap to maximize collaborative opportunities.

Conclusion: Flexibility with Awareness

For employees, it’s essential to consider what remote or hybrid arrangements mean for both their personal work-life balance and career development. The ability to work remotely is valuable, but being too inflexible may limit opportunities as companies increasingly prioritize cultural rebuilding and team cohesion post-pandemic.

At mPlusOne, we’re here to help candidates and employers navigate these evolving dynamics. Our mission is to match exceptional talent with organizations that value both their contributions and the evolving landscape of modern work.

We’d love to hear from you! Whether you’re an employee, employer, or HR professional, what are your thoughts on the remote and hybrid work balance? How do you see these dynamics evolving in your organization or career? Share your insights, challenges, and solutions with us—let’s continue the conversation on building effective and balanced workplaces.