Why remote work is becoming a requirement for many Swiss jobseekers

Nearly one in seven Swiss job adverts now offers home working, giving applicants a clear signal about how recruitment has changed since the Covid pandemic. The option has become especially important for younger candidates, who increasingly treat flexibility as a condition of employment rather than a perk added after hiring.

The shift reaches far beyond technology start-ups. Remote work is now common in digital businesses, administration, insurance, finance, communications and parts of the public sector. Around 37% of Swiss workers work remotely, according to studies cited by Swissinfo, placing Switzerland among the world’s leading teleworking countries.

That figure has held up after offices reopened. Employers that expected home working to disappear have instead adjusted their recruitment offers, workplace policies and management practices. The change matters in a country where long commutes can cross cantonal borders and where access to jobs often depends on transport links, housing costs and the location of major employment centres.

For jobseekers, the question is increasingly practical. A role that permits one or two days at home can affect commuting costs, daily schedules and the decision to apply at all. For companies, the policy can widen the pool of candidates beyond the immediate area around Zurich, Geneva, Basel or Lausanne.

Workers under 35 are driving the demand for predictable flexibility. Mathias Rebetez, founder of the recruitment consultancy Licorn, described a marked generational divide in the Swiss hiring market. Candidates over 35 generally remain open to jobs with or without home working. Younger applicants, he said, demand at least one or two days at home.

Their preference reflects the way many entered professional life. A generation of graduates experienced digital collaboration, remote lectures and distributed teams during the pandemic. They also face high housing costs in Switzerland and may live far from the offices that offer the best career opportunities. A hybrid arrangement can reduce the cost and time of commuting without requiring a move to an urban centre.

The preference does not mean younger workers reject offices. Many still value contact with colleagues, training and informal exchanges. They are asking employers to define when presence matters and when work can be completed effectively elsewhere.

The result is a stronger test during recruitment. Employers must explain how many days staff can work remotely, whether the rule applies equally across teams and how performance is assessed. Vague promises can weaken an offer when candidates compare several employers in a tight labour market.

Swiss employers are building hybrid work into their operating models. Some companies allow home working for up to three days a week, depending on the role. Public sector organisations can permit employees to work from home for as much as 50% of their working hours.

The rules vary because not every job can move online. Office based administrative and finance roles can often be organised around digital systems, while customer facing, laboratory, industrial and operational positions require a physical workplace. The most common Swiss model therefore links flexibility to duties rather than offering a uniform entitlement.

Matthieu Chamorel, founding partner of the fiduciary firm DYN Group, told RTS that remote working is now part of the company’s values. His statement captures the competitive pressure facing employers. A home office policy can support retention, make recruitment possible across a wider geography and help companies compete for specialists who do not want to relocate.

Managers are also redesigning offices. Fewer fixed desks, more shared meeting areas and scheduled team days allow companies to maintain a physical base while reducing the assumption that every employee must be present every day. The policy details matter. Employees need clarity on equipment, data security, working hours and responsibility for team coordination.

Remote work has changed where Swiss employees spend their working days, while exposing the limits of digital communication. The growth of home working has encouraged some people to move away from major cities and reconsider the relationship between housing and employment. Swissinfo previously reported on the effect of telework on residential neighbourhoods and urban layouts.

The impact is uneven. Remote workers are typically employed by medium sized or large companies, hold tertiary qualifications and work in sectors such as administration, insurance, finance, digital technology and communications. Workers under 45 are the most likely to work from home. Employees in jobs requiring equipment, direct service or physical coordination have fewer options.

Dino Busulini, founder and chief executive of Energa, warned that video conferencing cannot fully replace face to face contact. His concern reflects a problem many hybrid teams are addressing: misunderstandings can remain hidden online, while new employees may miss informal learning and social connection.

Companies are responding with limits, team meetings and designated office days. The emerging Swiss model combines individual flexibility with planned presence. It gives employees greater control over routine work, while reserving offices for collaboration, mentoring and decisions that benefit from direct discussion.

Switzerland’s labour market is settling into hybrid work rather than returning to its pre pandemic routine. The country’s estimated 37% remote working rate remains high, and employers continue to use home office policies when competing for younger professionals and specialised talent.

International figures show that Switzerland operates within a broader shift. A 2025 Stanford University survey of recent higher education graduates in 40 countries found that remote work accounted for 38% of working days in Canada, 36% in Britain and 34% in Finland. The comparison does not measure exactly the same indicator as Switzerland’s overall remote working rate, but it shows how quickly flexibility has become embedded in educated workforces.

The next stage will depend on policy and management. Employers will need to decide whether flexibility is available consistently, how teams share office time and which roles qualify. Public institutions and private companies will also have to consider equal access, since remote work is concentrated among better educated staff and sectors that can operate digitally.

For jobseekers, home working is becoming part of the employment package, alongside salary, training and location. For employers, it is a recruitment decision with consequences for culture, office design and the geography of work across Switzerland.