Working from home or in the office? Effects on stress, burnout, well-being, and productivity

The rapid shift to remote and hybrid work during the pandemic has sparked extensive research on their impact on mental health and burnout, particularly in Europe. Overall, working from home or in a hybrid model offers benefits in terms of autonomy, but it can also involve risks related to blurred boundaries and constant connectivity. In this article, I look at how different ways of working (remote, on-site, and hybrid) are linked to psychological well-being and the risk of burnout, with a focus on people in Europe and Switzerland.

Defining Remote, Hybrid and In-Office Work

In-office work: employees perform their duties entirely at the company workplace.

Remote work (telework): tasks are carried out regularly from home or another location using digital tools.

Hybrid work: a combination of office days and remote days, either fixed or flexible.

Across Europe, hybrid work has grown significantly: after the pandemic, roughly 25–30% of workers engage in hybrid or remote arrangements. This shift has raised important questions about how different work models affect stress and professional exhaustion (burnout).

Effects on Psychological Well-Being

Recent European studies suggest that remote work can improve psychological well-being compared to fully in-office work. For example, a longitudinal study of 494 workers in Poland compared remote and on-site employees over one year. Results showed that burnout, psychological strain, and depressive symptoms decreased significantly among remote workers, while no meaningful changes were observed among those working exclusively in the office. Researchers hypothesize that remote work reduces stressors such as face-to-face conflicts and increases control over breaks and work pace.

Similarly, a large Norwegian public-sector study (over 24,000 workers) found that employees practicing flexible hybrid work had a substantially lower likelihood of reporting psychological distress compared to those who never worked from home. Voluntary remote work was particularly associated with lower stress, although the number of remote days showed a small positive association with stress, suggesting the relationship is not linear.

Overall, the evidence indicates that voluntary remote or hybrid work tends to be linked to better mental health, mainly because of increased autonomy and reduced exposure to certain workplace stressors. Employees who can alternate between home and office often report less work-life conflict and higher overall well-being.

Burnout Risks in Flexible Work

Despite its benefits, flexible work also presents potential risks. Constant connectivity and lack of clear schedules may increase burnout risk. Remote workers often work longer hours and respond to messages outside normal working time. Research shows that frequent after-hours communication can lead to fatigue, anxiety, and decreased long-term productivity.

Importantly, involuntary remote work appears more harmful. Studies have shown that employees forced to work from home without choice experience higher work-life conflict, stress, and burnout compared to those with autonomy over their work location. This highlights how choice and organizational support are crucial protective factors.

Adapting to remote work also takes time. Longitudinal findings indicate that employees often improve their work-life balance over time as they develop routines and coping strategies. However, common risks remain across flexible models: workload intensification, disorganized schedules, and social isolation. European institutions increasingly recommend measures such as the right to disconnect and access to psychological support.

Practical Strategies for Employees and Organizations

Practical steps to protect well-being:

For employees

• Structure time and space: set clear working hours and create a dedicated workspace to maintain boundaries.

• Practice job crafting: proactively adapt tasks and priorities to make work more meaningful and manageable.

• Manage communication: agree on clear availability windows to reduce “always-on” pressure.

• Prioritize breaks and social contact: regular pauses and maintaining relationships help prevent isolation and fatigue.

For organizations and managers

• Provide training and support: offer guidance on time management and digital collaboration.

• Enable choice and flexibility: voluntary hybrid work is consistently linked to better well-being and lower burnout.

• Promote work-life balance: encourage disconnection after working hours and model healthy behaviors.

Conclusions

Recent European scientific literature consistently indicates that flexible work, especially voluntary hybrid models, can reduce burnout and support psychological well-being compared to rigid office-based work. This is largely due to increased autonomy, improved work-life balance, and reduced exposure to certain stressors.

However, balance is key. When flexibility turns into constant availability and blurred boundaries, the risk of exhaustion rises. The most effective approach appears to be well-designed hybrid models, combining in-person collaboration with remote flexibility, supported by clear policies, trust, and organizational culture.

When these conditions are met, flexible work can become a powerful lever for both employee well-being and sustainable performance.