The work-from-home revolution sparked by the pandemic has fundamentally changed the world of work, and it’s here to stay in many sectors. However, the freedom to dodge the daily commute and have more time in bed often comes at a cost, such as self-imposed longer hours or feeling pressure to be constantly available. But is this really the case?
The law
Employees enjoy the same rights whether they work from home or the office. This means the rules on work and rest times are the same, and the weekly maximum working time of 45 hours for office-based employees also applies to remote workers (Article 9 of the Swiss Employment Act (ArG)). In Switzerland, full-time employment is considered to be 42 hours per week, but many employees work less than this. In 2022, the average was 31 hours per week.
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Regardless of how long individuals work, they are not obliged to be available outside their agreed working hours. Employees are free to structure their own workday within the legal boundaries. In other words, you can work whenever you like between 6 am and 11 pm, as long as your total workday including breaks doesn’t exceed 14 hours (Article 10 ArG). In addition, the rest time between two consecutive workdays must be at least eleven hours. This can be shortened to eight hours once a week, as long as the average over two weeks is not less than 11 hours (Article 15a ArG).
The reality
But laws and regulations are only one side of the coin. After all, who would threaten to take their employer to court for occasionally having to work longer hours?
Open communication between both parties is much more important and effective when it comes to avoiding conflict and misunderstandings. It can be helpful to define core working hours within which everyone needs to be available during the day, such as the traditional 9-to-5. It’s crucial to make sure everyone’s expectations are clear. Employees should organise their availability sensibly and set clear boundaries, while managers should respect their needs and limits within reason.
By being open, flexible and respectful, both sides can create a win-win situation that boosts productivity on the one hand and ensures a healthy work-life balance on the other.
Best practice
Best practice needs to be demonstrated from the top down. Managers should set a good example and avoid working late themselves, so that employees don’t feel under pressure to do the same. If working late can’t be avoided, it should be done discreetly, which includes not sending emails outside the agreed times.
Of course, this applies with certain restrictions to everyone, not just managers. The main thing for employees, however, is that they structure their work time, prioritise tasks and establish clear communication channels.
Mutual understanding
Managing availability while working from home can be a challenge, but it can be overcome with a thoughtful approach and mutual understanding. It’s about respecting the rights and boundaries of employees while also considering the interests of the company. If everyone is on the same page, a positive solution that benefits everyone can be found.
1) Source: https://de.statista.com/statistik/daten/studie/302144/umfrage/wochenarbeitszeit-in-der-schweiz-nach-geschlecht/ (6/7/2023)