Recently, several large Norwegian companies have put their home office scheme on the agenda.
The Labour Research Institute AFI at OsloMet invited to debate during Arendal Week, and the opinions have been many in the following weeks. Among other things, DNB cuts its permanent home office arrangement, and more other companies are considering similar changes. At the same time, it shows Latest figures from NHO that over four in ten business leaders now want employees to work less from home. This is a clear increase from just two years ago.
We at BUHR see that not all businesses choose the same path. Some have chosen the office as their clear main arena, but without formal rules or regulations. Others have dropped fixed home office arrangements altogether, and instead let the manager and team agree on solutions based on the tasks to be solved.
A debate without definitive answers
At BUHR, we are following the ongoing discussion closely, also because we see that the question is emerging among an increasing number of our customers. And that is precisely the point: This is not a debate where one solution can fit everyone. What is the right home office practice for a larger company in Oslo is not necessarily right for an industrial company in the districts or a knowledge company with employees spread across the country.
What is clear, however, is that this is a matter that requires a conscious, reasoned decision, and a good internal process.
What should be the basis for the decision?
- Job duties and roles. Which functions require physical presence, and which tasks can be completed regardless of location? Who needs to work or be together?
- Culture, collaboration and training. How are professional environments, onboarding of new employees, and informal knowledge sharing affected by more or less home office?
- Recruitment and competitiveness. To what extent is flexibility part of the company's attractiveness as an employer? How have competitors adapted?
- Geography and commuting. Where do employees live, and what consequences might changes have on travel time and living situation?
- Working environment and office capacity. Does the office have the space and furnishings to allow everyone to meet at the same time, if necessary? Are there enough meeting rooms, collaboration zones, and possibly quiet rooms?
- Legal framework. Permanent home office arrangements require a written agreement in line with the Home Office Regulations. Changes to established practices must be handled within the employer's management rights and any contractual obligations. What do current agreements say about workplace location?
- Leaders' security and room for manoeuvre. What room do leaders have to make individual assessments and adjustments today? Are they confident enough in these types of assessments, and do they have clear enough frameworks and support to stand by them?
- Codetermination. Shop stewards and safety representatives must be involved in processes that affect working conditions and the working environment. How does the collaboration work today?
From principles to practice
Do you have an idea of what you want, but lack a structured process to get there? Or do you need a clear, established policy to fall back on when the question arises?
Do you need help reviewing the home office arrangement in your company?
Contact us at BUHR. We will help you find out what your business needs and put it into practice.
Sources:
https://www.arendalsuka.no/program/hjemmekontor-i-2026-rettighet-eller-forventning
https://www.oslomet.no/forskning/forskningsprosjekter/crossbow
https://e24.no/naeringsliv/i/QJabgQ/man-tror-at-folk-ikke-jobber-hvis-man-ikke-ser-paa-dem
https://e24.no/naeringsliv/i/Bxzkr7/dnb-kutter-faste-hjemmekontordager
https://e24.no/norsk-oekonomi/i/gkrBz5/vurderer-aa-stramme-inn-paa-bruken-av-hjemmekontor
https://e24.no/boers-og-finans/i/xrVWmj/ansatt-opproer-i-dnb-corporate-bs
