Working from home in the Czech Republic after COVID-19: trends and comparisons

 

Přijat k publikování / Received for publication 16. 11. 2024

Introduction

The COVID -19 pandemic has fundamentally transformed the global work landscape, moving the concept of working from home (WFH) from a practice available to some to a widespread necessity. As countries dealt with lockdowns and social distancing measures, businesses and employees had to adapt rapidly to remote work environments. This sudden shift not only tested the resilience of organisations but also challenged traditional concepts of workplace productivity and employee wellbeing.

In the Czech Republic, the adoption of WFH practices marked some departure from pre-pandemic norms, where remote work was relatively uncommon, although the change was significantly reduced compared to other countries and some of it has recently reversed. The pandemic served as a catalyst for change, accelerating digital transformation at a previously unimaginable scale and prompting a re-evaluation of work structures. Studying WFH trends is important to reflect on broader changes in people’s quality of (working) life, but also to set appropriate policies for the world of work ahead. Indeed, as organisations contemplate the future of work, understanding these trends is crucial for making informed decisions that balance flexibility with efficiency.

This article explores the evolution of WFH and some related work aspects – working long hours, working in the evening and on Saturdays and Sundays – in the Czech Republic following the COVID-19 pandemic, analysing time trends and comparing the Czech experience with that of Germany and other countries in the European Union.

Trends in working from home

Before the onset of the COVID-19 pandemic, the practice of working from home in the Czech Republic was relatively limited. In 2019, only about 4.6% of Czech employees engaged in remote work, which was below the European Union (EU-27) average of approximately 5.4% (Eurostat, 2024). This modest adoption rate can be attributed to several factors, including traditional workplace cultures favouring in-person collaboration, limited technological infrastructure in certain sectors, and managerial scepticism regarding the productivity of remote employees (Milasi et al., 2020).

The outbreak of the COVID-19 pandemic in early 2020 acted as a catalyst for an unprecedented shift towards remote work in an extremely short time span. Government-imposed lockdowns and social distancing measures required rapid response from the organisations in order to remain functioning while safeguarding public health, and so WFH arrangements were put in place where possible. As a result, the proportion of employees working from home surged dramatically in some countries. According to data from the Eurostat (2024), the share of employees usually engaging in remote work increased from 4.6% in 2019 to approximately 7.2% in 2020 in the Czech Republic; however, the rate more than doubled from 5.2% to 13.6% in Germany and from 5.4% to 12.1% at the EU-27 level (see Figure 1). Czech Republic has therefore remained significantly behind the European average in this regard. This higher adoption rate in Germany can be attributed to several factors, including more widespread digital infrastructure, stronger remote work policies, and a higher proportion of service-based industries conducive to remote work. However, further investigation is necessary to determine the contribution of such factors to the difference in trends.

Figure 1: Proportion of employees working from home in the Czech Republic, Germany, and EU-27 (Source: Eurostat, 2024)

The sectors that did utilise remote work arrangements were predominantly in information and communication technologies (ICT), finance, and professional services, where tasks are more easily transferable to a digital environment (see Figure 2). However, the majority of industries in the Czech Republic, such as manufacturing and hospitality, continued to rely heavily on on-site labour due to the nature of their operations.

Figure 2: Adoption of homeworking and related infrastructure across business industries (% of businesses that offer the following to employees; Czech Statistical Office, 2022) (Source: Czech Statistical Office, 2022 -Note that the rates are higher than in Figure 1 as this chart refers to business-level practices while Figure 1 refers to individual employees)

As the immediate impacts of the pandemic began to subside with the rollout of vaccination programmes and the easing of restrictions, the key question was whether the higher levels of remote work would persist. According to the data, while some employees who newly started to work from home returned to traditional office settings, a significant portion continued to work remotely or in hybrid models combining both remote and on-site work.

By 2023, the percentage of employees usually working from home in the Czech Republic slightly decreased from its peak of 7.2% in 2020 and 2021 to 6.1% (Eurostat, 2024). This was still up from 4.6% prior to the pandemic. The decrease is comparable to Germany and at the EU-27 levels, going from 17.2% to 12.9% and 13.3% to 8.9%, respectively.

However, the share of employees working from home at least sometimes has remained nearly flat (see Figure 3) following the pandemic, suggesting that both employers and employees recognised the benefits of WFH arrangements, such as enhanced flexibility, reduced commuting time, and potential cost savings. In particular, some, if not most of the employees who were able to usually work from home during the pandemic still maintained some flexibility in this regard and only few employees lost the opportunity to work from home altogether. This trend is consistent across the EU. In Germany, the share of employees who cannot work from home at all decreased from 87.4% in 2019 to 75.1% in 2021 and then reversed to 76.5% in 2023, while the EU-27 average moved from 85.5% to 75.9% and 77.8%.

Figure 3: Proportion of employees working from home in the Czech Republic (Source: Eurostat, 2024)

Changes in related trends

Interestingly, other work patterns have changed throughout the pandemic as well, as can be seen on the example of long working hours and work during evenings and weekends (see Figure 4). All four indicators show a significant drop in 2021; evening work then seems to have reverted to the pre-pandemic levels while the other factors remain at their new lows. To what extent this can be attributed to the increased prevalence of working from home is a subject of ongoing debate, with arguments both supporting and opposing the notion that remote work contributes to extended working hours.

Figure 4: Proportion of employees in the Czech Republic working long hours or outside of the standard work hours (Source: Eurostat, 2024 - Note that these statistics cover both employees who work standard Monday-Friday day hours, as well as shift workers, night workers and others)

On one hand, several studies suggest that working from home can lead to an increase in working hours, including work during evenings and weekends. The blurring of boundaries between work and personal life inherent in remote work arrangements can make it challenging for employees to disconnect from their job responsibilities. According to a study by Eurofound (2020), employees who regularly work from home are more likely to work longer hours than those who work exclusively at the employer’s premises. The report found that 30% of employees working from home reported working in their free time every day or several times a week, compared to only 5% of office-based workers.

This phenomenon can be attributed to several factors. First, the absence of physical separation between the workplace and home can make it difficult for employees to establish clear boundaries (Felstead & Henseke, 2017). The convenience of having work readily accessible may lead to extended availability and the temptation to address work tasks outside of standard working hours. Additionally, the lack of commuting time can result in employees starting work earlier or finishing later, effectively increasing their total working hours (OECD, 2020).

Furthermore, organisational expectations and digital communication tools contribute to an “always-on” culture, where employees feel compelled to respond to work-related communications promptly, regardless of the time. A study by Mazmanian et al. (2013) highlighted that constant connectivity through digital devices can create an implicit expectation of availability, leading to longer working hours and potential burnout.

At the same time, other studies argue that working from home does not necessarily lead to longer working hours and may, in fact, enhance work-life balance. Remote work can provide employees with greater autonomy over their schedules, allowing them to manage their time more effectively and reduce work-life conflict (Allen et al., 2015). By eliminating commuting time, employees may allocate saved time to personal activities or rest, without necessarily extending their working hours.

Consider also the potential change in one’s view of what work consists of following working from home. Arguably, small tasks outside of the standard work hours and environment (e.g., getting ready for work, work phone calls) for those who never work from home may not be viewed as “work” but rather as auxiliary processes. To those who work from home, however, such tasks may be viewed as no different to the standard work routine and hence their perception of time spent working may differ and the comparison in Figure 4 may be slightly misleading due to the increased proportion of people working from home.

All in all, individual circumstances, such as family responsibilities and personal time management skills, play a key role in determining the impact of remote work on working hours; some employees may experience an increase in working hours when working from home, others reported improved flexibility and a better balance between work and personal life, all depending on their work specifications, priorities, and environment. And just as organisational culture can promote after-hour work, organisational policies and management practices can equally mitigate such risk. Employers who set clear expectations regarding availability and encourage employees to disconnect outside of working hours can help prevent overwork. The implementation of the “right to disconnect” legislation in several European countries, including discussions in the Czech Republic, reflects a growing recognition of the need to protect employees from the encroachment of work into personal time (European Parliament, 2021).

Forward-looking view

The sustained presence of working from home in the Czech Republic is significantly influenced by the attitudes of both employees and employers. Post-pandemic surveys indicate a strong preference among employees for maintaining some form of remote work. According to Eurofound (2022), approximately 60% of Czech employees expressed a desire to continue working from home at least occasionally. The primary motivations include improved work-life balance, reduced commuting time, and increased flexibility.

Employers, on the other hand, exhibit a more cautious stance. While many acknowledge the benefits of remote work, such as cost savings on office space and potential productivity gains, concerns persist regarding team cohesion, employee oversight, and maintaining company culture. Some employers have reported challenges in communication and collaboration among remote teams (Bakken, 2024). Nonetheless, a growing number of Czech companies are adopting hybrid models, allowing employees to split their time between home and office.

The effective implementation of remote work relies heavily on digital technologies and platforms. The pandemic accelerated the adoption of tools such as video conferencing software (e.g., Zoom, Microsoft Teams), project management applications, and cloud-based services. Government initiatives also play a role, rolling out digital transformation through grants and support programmes aimed at small and medium-sized enterprises (Ministry of Industry and Trade, 2021). These efforts aim to enhance the competitiveness of Czech businesses and ensure they are equipped to operate in an increasingly digital economy.

However, disparities exist, particularly among smaller firms that may lack the resources to invest in advanced technologies. Addressing these gaps is crucial for enabling broader adoption of WFH practices across different sectors.

The shift to working from home has led to notable changes in work habits among Czech employees. Flexible scheduling has allowed individuals to better align their work with personal commitments, potentially increasing job satisfaction. However, this flexibility can blur the boundaries between work and personal life, leading to longer working hours and difficulties in disconnecting from work. Studies on productivity yield mixed results. While some employees report increased efficiency due to fewer workplace distractions, others face challenges such as household interruptions and a lack of suitable workspace. Our recent study (Štěpánek and Senčík, 2024) found that employees with dedicated home offices and adequate equipment were more likely to experience good quality of working life.

Indeed, employers must recognise the need to support employees in adapting to remote work by providing necessary resources and promoting healthy work practices. This includes offering guidance on ergonomics, encouraging regular breaks, and setting clear expectations regarding work hours. The rapid transition to remote work is not without challenges. Key issues include social isolation due to reduced face-to-face interaction, which can negatively impact mental health; communication barriers arising from reliance on digital communication, potentially resulting in misunderstandings and hindering collaboration; technological limitations such as inconsistent internet connectivity and lack of access to necessary hardware, impeding productivity; and management adaptation, with supervisors possibly struggling to oversee remote teams and ensure accountability. Addressing these challenges requires a concerted effort from both employers and employees. Organisations are encouraged to foster open communication, provide training on remote collaboration tools, and promote a supportive culture that prioritises employee well-being.

Based on current trends, it is reasonable to believe that working from home will remain a significant aspect of the future labour markets in Europe and while Czech Republic may be lagging in adopting it, prevalence of home working will only increase with the continued shift towards service-oriented economy and Industry 4.0. Analysts suggest that the proportion of employees working remotely in the Czech Republic could stabilise around 10–15% in the coming years, higher than pre-pandemic levels but lower than during the peak of the pandemic (Eurofound, 2022). A hybrid model, combining remote and on-site work, is likely to become more prevalent. This approach offers flexibility while maintaining opportunities for in-person collaboration and team building.

Conclusion

The evolution of working from home in the Czech Republic reflects a significant shift prompted by the COVID-19 pandemic. The initial surge in remote work was driven by necessity, but sustained interest from both employees and employers suggests that WFH will remain an increasingly prominent feature of the labour market. Comparative analysis with Germany and other European countries highlights lower prevalence of homeworking in the Czech Republic, although the overall trends are similar. In particular, while the share of employees working usually from home has dropped from the pandemic-era peak (although it remains above the pre-pandemic levels), the share of employees working from home at least some of the time has remained close to the new high.

The analysis of related trends, such as the decline in long working hours, indicates a broader reassessment of work-life balance. To what extent this is prompted, supported or necessitated by the increased level of working from home is not clear, as remote work can both increase and reduce the pressure on employees to change their work patterns. It is likely that the effects depend on individual employees and specifics of their work, organisational culture, and work environment at home.

Most importantly, employees need proper support, both material and mental, from their employers in order to maintain good health and be productive. Ongoing investments in technology, supportive policies, and adaptive management practices are key. By addressing challenges and leveraging opportunities, the Czech Republic can foster a resilient and dynamic labour market that meets the needs of employers and employees in a post-pandemic world.

Dedikace

© 2024

Tento výsledek byl finančně podpořen z institucionální podpory na dlouhodobý koncepční rozvoj výzkumné organizace na léta 2023–2027 a je součástí výzkumného úkolu 04-S4-2023-VUBP Kvalita pracovního života: Pracovní pohoda, řešeného Výzkumným ústavem bezpečnosti práce, v. v. i., v letech 2023–2025.

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Vzorová citace

ŠTĚPÁNEK, Martin. Working from home in the Czech Republic after COVID-19: trends and comparisons. Časopis výzkumu a aplikací v profesionální bezpečnosti [online]. 2024, roč. 17, č. 3-4. Dostupný z: https://www.josra.cz/vydani/clanek/working-from-home-in-the-czech-republic-after-covid-19-trends-and-comparisons. ISSN 1803-3687.

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