Remote Work Policy

Creating a Remote Work Policy to Fit Your Business



In the last 18 months, there has been a dramatic shift to remote work across the globe, and many companies have decided to make this temporary change a permanent one. This is largely due to the overwhelming success of the transition during the pandemic. This post will review the benefits of providing a remote option, discuss why it’s important to clearly define your remote policy, and suggest other items to consider when creating an effective remote work policy that fits your business.


Remote Work Benefits 

Overall, the transition to remote work has provided unexpected benefits to both employers and staff members. Many employers discovered their employees were able to work from home as efficiently, if not more so, than when they worked inside the office. Employers also found that the increased flexibility allowed staff members to take care of personal and family responsibilities while managing their workloads.  Also, with the adoption of technologies such as video conferencing and group chat, employers were able to communicate with their employees as if they were working in a traditional office setting.

From an employee perspective, working from home meant reduced commute times, allowing more personal time. Employees also saved money through reduced commuter expenses, eating at home, and many were able to cut costs on after-school childcare as well.

Going forward, many employees have expressed a strong interest in having the option to work from home. In fact, according to a recent study, over 70% of respondents agreed that having the option to work remotely would make them happier, less stressed, and better able to manage work-life balance. Therefore, employers who offer remote work opportunities may have a better chance of retaining their current employees and will likely be able to pull from a larger pool of applicants when they need to hire additional employees in the future.


Establishing a Remote Work Policy

Remote work is typically defined as an arrangement where an employee works from a physical location outside the geographical boundaries of an employer’s location(s). Before implementing a remote work policy, companies must consider what arrangement(s) will meet the needs of their employees.

There are many ways to structure a remote policy.  Companies can consider offering employees the opportunity to work 100 percent remotely or they can create a hybrid policy where employees work in the office a certain number of days. Those days may be targeted at a certain number or left to the discretion of the employee.

Companies evaluating a remote work option will need to consider numerous additional factors, including the formality and scope of their policy, policy expectations and the potential impact on company culture.

1. Policy Formality and Scope

Depending upon the size of a workforce and the level of responsibility extended to each employee, some companies may need a structured policy with multiple layers of guidelines. For example, organizations that handle confidential information may want to consider a formal remote policy outlining items such as how employees are to work with confidential data and company equipment while outside the office.

Other companies may have a more informal approach, relaying guidance as needed through a company newsletter or email. One way to test the level of formality needed is to implement a pilot program before officially rolling out a remote work policy.

2. Clear Expectations

Employers must clearly define their expectations, so employees understand that remote work is essentially no different from a results standpoint than working in an office setting. Deadlines must still be met, goals need to be achieved, communication must remain effective and frequent, and projects must still be completed.

Remote policies require managers to hold employees accountable for results and to be clear about performance outcomes. If concerns arise related to performance, remember that high performers will likely do well regardless of working in the office or elsewhere and vice versa for lower performers.

3. Technology and Security Expectations

When it comes to securing physical assets such as laptops, printers/scanners, etc., along with confidential information, blending work and home environments presents unique challenges. In addition, IT support teams must find new pathways and tools to help them provide support to a geographically dispersed workforce. This means companies must have a clear plan for its assets and processes, including tracking and securing physical assets and corporate data, communication channels, and IT support for a remote workforce.

4. Protecting Company Culture 

Managing a workforce that is either fully remote or partially remote can challenge a company’s culture unless they actively seek ways to cultivate and maintain its direction. Companies will need to find unique ways to onboard and train employees, connect with team members, and manage a workforce they do not see face-to-face on an everyday basis. Communication plays an even more essential role in these new processes.

In summary, many companies are permanently implementing the option of remote work. Ensure your business is prepared for any new challenges it may face by adopting a remote work policy that fits your organization’s unique needs. If you would like to learn more about developing a comprehensive policy for a remote workforce, please contact us. You can also read related articles by visiting our blog.





Steph Hand is a Human Resources Shareholder at Lutz with over 19 years of experience. She plays a key role in the people strategy for the firm including Lutz’s performance management process, employee relations and retention, talent management and benefits and compliance efforts.

  • Human Resources
  • Performance
  • Culture
  • Recruiting
  • Talent Management
  • Human Resource Association of the Midlands, Member
  • Society for Human Resource Management, Member
  • Society for Human Resource Management Certified Professional
  • Senior Professional in Human Resources (SPHR)
  • BS in Education, University of Minnesota, Minneapolis, MN
  • MA in Communication, University of Nebraska at Omaha, Omaha, NE


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