Workplace Culture: A Growing Divide Since COVID-19

As the world moves further away from the lockdowns enforced during the COVID-19 pandemic, discussions about workplace culture have intensified. Companies and employees currently find themselves more divided than ever on what a productive work environment should look like.

Recent Corporate Policies

Since the 2024 elections, several major corporations have implemented strict office attendance policies. JPMorgan and Amazon now require their office staff to work in-person five days a week. Additionally, Dell has enforced a comprehensive in-office policy for its global sales team. In a surprising shift, Meta has disbanded its Diversity, Equity, and Inclusion (DEI) team and discontinued its diverse hiring practices. Likewise, McDonald's has retired its diversity goals for senior leadership roles, while Walmart has closed its Center for Racial Equity.

These corporate decisions, whether welcomed or criticized, come amid concerning statistics regarding employee well-being. According to a study by the Society for Human Resource Management, 44% of U.S. employees report feeling burned out at work, while 45% state they feel emotionally drained from their job. Furthermore, 51% indicate they feel "used up" by the end of the workday. A Gallup survey reported that employee engagement in the U.S. has hit a ten-year low, highlighting a significant shift in workplace sentiment.

A Global Perspective: Employee Satisfaction

In contrast to these challenges in the United States, employee satisfaction data from Europe reveals a different narrative. Recent feedback from employee terminals, such as the smiley-face buttons found in public environments, indicate a satisfaction rate of 85% across Europe, compared to 69% in the U.S. More strikingly, a 2025 study from the Finnish Institute of Occupational Health showed only 10% of Finnish professionals have experienced job burnout. This statistic aligns with Finland's consistent recognition as the world's happiest country in the U.N. World Happiness Report for the past seven years.

As the CEO of an organization focused on measuring happiness in workplaces, I am compelled to reflect on the Finnish approach to work culture. Finns often perceive the label of being "happy" with a sense of humility. In Finnish culture, there exists a saying, "kell onni on, se onnen kätkeköön," which translates to "whoever has found happiness, that happiness they should hide." This cultural perspective extends into the workplace, emphasizing a collective success over individual accolades.

Key Principles of Finnish Workplace Culture

Finnish organizations tend to prioritize flat structures that minimize hierarchy, fostering innovation and collaboration. Employees value teamwork and are encouraged to let their work speak for itself rather than engage in self-promotion. This environment breeds trust among colleagues, where everyone is accountable for their contributions.

Work-life balance is another foundational element of the Finnish workplace culture. While many global companies grappled with remote and hybrid work policies during the pandemic, Finland established progressive workplace reforms decades ago. The Flexible Working Act of 1996, followed by the expanded Working Hours Act in 2020, grants full-time employees the power to choose their working hours and locations for half of their work time. Additionally, Finnish employees enjoy a minimum of five weeks paid vacation and 160 days of paid parental leave.

The benefits of this approach are evident. A 2023 study by the European Union found that Finnish employees report higher job satisfaction and lower absenteeism than their counterparts in other European nations. A 2024 review from the Finnish Institute of Occupational Health highlighted that employees with greater workplace autonomy experience less stress, more motivation, and enhanced productivity.

Lessons for U.S. Corporations

What can U.S. CEOs learn from Finland's successful workplace model? Like the pursuit of happiness, success in business requires thoughtful approaches rather than shortcuts. As companies maintain rigid office policies and outdated measures of performance, Finland presents a viable alternative. An emphasis on trust and autonomy can foster not only happier employees but also improved performance.

By shifting the focus from hours worked to the actual impact of work, organizations can cultivate environments where employees thrive rather than burn out. In the words of management theorist Peter Drucker, "Culture eats strategy for breakfast." Creating a happy workforce is not merely a moral responsibility; it is a strategic advantage in today’s competitive landscape.

Author Bio: Miika Mäkitalo
Miika Mäkitalo is the CEO of HappyOrNot, a company specializing in customer and employee feedback through smiley-button terminals found in various locations worldwide. With 15 years of experience in upper management and a PhD in industrial engineering and management, Mäkitalo is committed to enhancing workplace satisfaction. The views presented in this article are his own.