Hybrid/Remote Work Trends Survey in DK, NO, SE in 2025
- Insights
- May 2, 2025
- 5 min read
Updated: Mar 26
As Scandinavian companies recalibrate their workforce strategies, hybrid work has emerged as the dominant model among professionals from C-level to middle management. While full-time office presence is still common, employee preferences clearly favor flexibility. In Denmark, Norway, and Sweden, the desire for hybrid schedules significantly outweighs interest in fully remote or fully on-site setups.
This post explores the latest data on how and where professionals actually work, what they want going forward, and the subtle differences shaping each country’s approach to work-life balance in an AI-driven, post-pandemic world.
Recent national surveys show that the majority of Danish, Norwegian and Swedish managers and professionals are not fully office-bound, but few work exclusively remotely. For example, in Denmark’s Q2 2024 labor‐force data, roughly 40% of employees had worked from home at least once in the past month (up ~5 pts from 2023), but only about 8% did so frequently (roughly half or more of their work time) – implying roughly 60% remain fully on-site.
In Norway, only 7% of all employees worked from home half or more of the time in 2023 - Similarly, a 2024 survey in Sweden found that 54% of office workers are “primarily” on site, while only 10% primarily work (the rest are hybrids). In all three countries, then, the large majority of white-collar staff spend most of their time in the office, and only a single‐digit minority work fully from home.
Employee preferences: All countries report strong demand for hybrid models. A Danish employee survey (Benify, 2023) found 61% of respondents explicitly wanted a hybrid work model (alternating office and home). In Norway, industry studies similarly note that most workers favor some home‐office days (e.g. “majority prefer a hybrid model with two days at home").
In Sweden, while explicit preference splits are less publicized, 83% of employees said the option to work remotely was at least partly important in choosing an. (By contrast, only a small minority in each country want full‐time office. An EY survey across Europe found <20% of knowledge workers overall preferred full‐time on-site.)
Cross-country differences: All three Nordic countries display broadly similar patterns – office presence is rising post-pandemic and hybrid is the norm. Swedish workers show somewhat higher on-site concentration (over half primarily at the) than Danes or Norwegians, likely reflecting Sweden’s higher service-sector density. Norway and Denmark each report about 40–45% of white-collar staff ever using home. Notably, Norway’s statistics show that among managers 80% have the option of home office (only 20% never work from home) but “very few” actually do so more than half the.
Danish employers similarly note most firms now offer home-office, and many employees use it at least some days, but the preference skews strongly toward flexibility rather than pure remote. (For example, a Gallup study reported 90% of employees with remote options would prefer hybrid over full-time remote, even up through the executive.)
Featured Insight
April 30, 2025 - Empathy meets data. The Nordic way to lead with insight and impact.
In summary, 2024–2025 Nordic data show that most managerial/professional staff in Denmark, Norway and Sweden work a hybrid schedule: a minority (on the order of 5–15%) work fully remotely, a modest share (around 30–50%) follow hybrid routines, and the remainder work predominantly on site. Correspondingly, surveys indicate hybrid models are overwhelmingly preferred – typically 60% or more in Denmark and similarly high in Norway and Sweden prefer some mix – while very few want five days in the office.
These trends are consistent across the three countries, with slight variations: e.g. Danish workers report the highest share wanting hybrid (≈61%), Norwegians similarly (~2 days home on), and Swedes emphasize office social benefits (with many companies noting rising desk).
Key figures: Denmark ~40% any WFH (8% frequent); Norway ~45% have WFH option (7% mainly remote); Sweden ~54% mainly in-office, 10% mainly. In preferences, 60–90% of Nordic knowledge workers favor hybrid, with only ~10–20% wanting full-time office (consistently across).
Sources Friis+Borgesen, Nyborg Analytics: National stats and recent surveys for DK/NO/SE (Arbejdskraftundersøgelsen, SSB, Danmarks Statistik, company reports) and Europe-wide studies (e.g. Gallup/EY) among others.
Executive Summary
Nordic organizations are navigating a clear shift toward hybrid work models, with a modest share of fully remote and fully on-office arrangements. As leaders rethink organizational design, the guiding principle should be Scandinavian work-life balance - prioritizing flexibility, well-being and productivity. Embedding human-centric policies alongside data-driven insights will enable smooth integration of hybrid, remote or office-centric models, tailored by industry and role.
1. Key Trends
Dominance of Hybrid Models– Across Denmark, Norway and Sweden, a majority operate on a mixed schedule: typically 2–3 days in office, balance remote.– Only ~10% of professionals work fully from home; ~30–50% follow hybrid routines; the remainder are primarily office-based.
Strong Employee Preference for Flexibility– Roughly 60–90% favor hybrid over purely remote or full-time office.– Demand centers on autonomy over “where” and “when” work happens, rather than a one-size-fits-all policy.
Sector and Role Variations– Knowledge-intensive industries (IT, finance, professional services) show higher remote uptake.– Manufacturing, retail and frontline functions trend toward on-site or structured hybrid schedules to enable collaboration and service delivery.
2. Strategic Implications
Organizational Design– Reengineer workflows around “activity-based working”—aligning tasks with optimal setting (e.g., deep focus remotely; ideation and socialization in office).– Redesign real estate footprint: shift from assigned desks to flexible hot-desking or neighborhood pods, optimizing cost and utilization.
Leadership & Culture– Train managers on outcome-based performance metrics vs. time-based supervision.– Foster inclusive team rituals that bridge physical and virtual divides (e.g., hybrid-friendly town halls, rotating in-person offsites).
Technology & Infrastructure– Invest in unified collaboration platforms with high-quality AV in meeting rooms, secure remote access and mobile-first applications.– Standardize digital etiquettes and protocols to streamline hybrid interactions.
3. Recommendations & Next Steps
Pilot a Tiered Hybrid Framework– Define role-based policies (e.g., client-facing vs. project-driven teams) with clear hybrid cadences.– Launch small-scale trials in representative units, measure satisfaction, productivity and space utilization.
Embed Work-Life Balance Metrics– Integrate well-being indicators (e.g., self-reported stress, work-leisure boundaries) into regular pulse surveys.– Tie office-use incentives to personal development (e.g., dedicated “innovation days” on campus).
Optimize Real Estate & Cost Structure– Convert under-utilized floors into multi-purpose hubs: collaboration zones, quiet rooms, event spaces.– Reallocate savings from downsized footprints to employee-centric benefits (stipends for home-office setup, flexible childcare support).
Scale with Continuous Feedback Loops– Establish a cross-functional task force to analyze usage data, technology adoption and employee feedback.– Iterate policies quarterly, ensuring alignment with evolving business priorities and regional regulations.
About the Author
Felix W. Gliem
For nearly a decade, the Management Consultant and Headhunter in the role as Managing Partner at Friis+Borgesen, Nyborg Executive Consulting, has been assisting companies of all sizes to identify exceptional executives and specialists across various sectors, including Sales, Finacial & Banking, Engineering, IT, Technology, and Healthcare. With a particular focus on the Scandinavian market, we collaborate with innovative companies to develop talent and organizational strategies throughout Nordic Executive Search and Leadership Advisory.
Comments