By The Business Checklist Editorial Team · Last updated 2026-06-01
# Managing a Remote Team: A Guide for UK Business Owners
Remote and hybrid working has become a permanent fixture of the UK business landscape. According to the ONS, around 44% of UK workers worked from home at some point in 2023, and the majority of businesses now offer some form of flexible working. For small business owners, managing a remote team presents both opportunities and challenges.
The Legal Framework for Remote Working in the UK
The Right to Request Flexible Working
Since April 2024, all UK employees have the right to request flexible working arrangements from day one of employment (previously after 26 weeks). Flexible working includes:
• Working from home
• Flexible hours
• Compressed hours
• Part-time working
• Job sharing
Employers can refuse a request but must have a valid business reason from a prescribed list. They must respond within 2 months.
Health and Safety Obligations
As an employer, you have health and safety obligations that extend to home workers:
• You must carry out a risk assessment of the home working environment
• You must ensure employees have suitable equipment and furniture
• You are responsible for the health and safety of your employees regardless of where they work
• Display Screen Equipment (DSE) regulations apply to home workers
Practical step: Provide employees with a home working risk assessment form to complete and return.
Data Protection and GDPR
Remote working increases data security risks. Your obligations include:
• Ensuring employees use secure, encrypted connections (VPN)
• Implementing a clear remote working and data security policy
• Ensuring personal data is not processed on personal devices without appropriate safeguards
• Providing training on data security for remote workers
Employment Contracts
Update employment contracts to reflect remote or hybrid working arrangements:
• Specify the employee's place of work (home address or "home and office")
• Include provisions for equipment, expenses, and data security
• Clarify expectations around availability and working hours
• Include a right to recall to the office if required
Setting Up for Remote Success
Essential Tools
| Category | Recommended Tools | Cost |
|---|---|---|
| Communication | Slack, Microsoft Teams, Google Chat | Free–£12/user/month |
| Video conferencing | Zoom, Google Meet, Microsoft Teams | Free–£15/user/month |
| Project management | Asana, Trello, Monday.com, Notion | Free–£20/user/month |
| Document collaboration | Google Workspace, Microsoft 365 | £5–£20/user/month |
| Time tracking | Toggl, Harvest, Clockify | Free–£10/user/month |
| Password management | 1Password, Bitwarden | £3–£7/user/month |
| VPN | NordVPN Teams, Perimeter 81 | £5–£10/user/month |
Technology Setup Checklist
• [ ] Secure cloud-based file storage (Google Drive, OneDrive, Dropbox)
• [ ] VPN for all remote workers
• [ ] Multi-factor authentication on all business accounts
• [ ] Encrypted laptops or devices
• [ ] Remote device management (MDM) software
• [ ] Secure video conferencing platform
• [ ] Project management tool
• [ ] Communication platform (beyond email)
Managing Remote Teams Effectively
Communication Best Practices
Asynchronous vs synchronous communication:
| Type | When to Use | Tools |
|---|---|---|
| Synchronous (real-time) | Complex discussions, sensitive topics, team building | Video calls, phone |
| Asynchronous (delayed) | Updates, non-urgent questions, documentation | Email, Slack, project tools |
Over-communicate: Remote teams need more explicit communication than co-located teams. What would be a quick desk conversation in an office requires a deliberate message or call remotely.
Meeting discipline:
• Have a clear agenda for every meeting
• Start and end on time
• Record meetings for those who cannot attend
• Follow up with written summaries and action points
• Avoid unnecessary meetings — ask "could this be an email?"
Setting Clear Expectations
Remote working succeeds when expectations are crystal clear:
• Working hours: Are employees expected to work set hours or have flexibility?
• Availability: When should employees be reachable? What is the expected response time?
• Output vs input: Focus on results and deliverables, not hours worked
• Communication norms: Which channels for what types of messages?
• Meeting etiquette: Camera on or off? How to signal you want to speak?
Performance Management
Managing performance remotely requires a shift from monitoring activity to measuring outcomes:
Set SMART objectives:
• Specific — clearly defined
• Measurable — quantifiable
• Achievable — realistic
• Relevant — aligned with business goals
• Time-bound — with a deadline
Regular check-ins:
• Weekly 1-to-1s (30 minutes) — progress, blockers, wellbeing
• Monthly team meetings — strategy, updates, collaboration
• Quarterly reviews — performance against objectives
Avoid micromanagement: Trust your team to deliver. Micromanaging remote workers damages morale and productivity.
Building Team Culture Remotely
Culture does not happen automatically in a remote team — it requires deliberate effort:
• Virtual social events: Online quizzes, virtual coffee chats, team lunches over video
• Recognition: Publicly acknowledge good work in team channels
• Onboarding: Invest heavily in remote onboarding — new starters need extra support
• In-person time: Even fully remote teams benefit from occasional in-person gatherings
• Shared values: Explicitly define and communicate your company values
Remote Working Expenses
What Employers Must Pay
Employers are legally required to pay for:
• Equipment necessary for the employee to do their job (laptop, phone, etc.)
• Any costs that are wholly and exclusively incurred for work purposes
HMRC Rules on Home Working Expenses
Employer-provided equipment: If you provide equipment to employees for home working, there is no benefit-in-kind tax charge as long as it is used primarily for work.
Home working allowance: HMRC allows employers to pay employees a tax-free allowance of £6 per week (£26 per month) to cover additional household costs (heating, electricity, broadband) without needing receipts.
Employees claiming directly: If you do not pay the allowance, employees can claim tax relief on £6 per week through their Self Assessment tax return or by contacting HMRC.
Hybrid Working Models
Most UK businesses have adopted a hybrid model — a mix of office and remote working. Common approaches:
| Model | Description | Best For |
|---|---|---|
| Fixed hybrid | Set days in office (e.g. Tue/Wed/Thu) | Teams needing regular collaboration |
| Flexible hybrid | Employee chooses when to come in | Autonomous, output-focused roles |
| Remote-first | Default remote, office available | Geographically dispersed teams |
| Office-first | Default office, remote occasionally | Client-facing, collaborative roles |
Key considerations when designing your hybrid model:
• Which roles genuinely need in-person presence?
• How do you ensure fairness between remote and office workers?
• How do you manage a team where some are in the office and some are remote simultaneously?
Common Remote Working Challenges and Solutions
| Challenge | Solution |
|---|---|
| Isolation and loneliness | Regular check-ins, virtual social events, encourage in-person time |
| Communication breakdowns | Over-communicate, use async tools, clear norms |
| Blurred work/life boundaries | Encourage set working hours, right to disconnect policy |
| Reduced visibility | Focus on output not presence, regular updates |
| Security risks | VPN, MFA, device management, training |
| Onboarding difficulties | Structured remote onboarding programme, buddy system |
| Meeting fatigue | Audit meetings, use async alternatives, no-meeting days |
Frequently asked questions
Can I require employees to come into the office?
Yes, if the office is their contractual place of work. However, employees now have the right to request flexible working from day one, and you must have a valid business reason to refuse. If you want to bring remote workers back to the office, you should consult with them, give reasonable notice, and consider whether their contract needs to be updated. Forcing a return without consultation could lead to grievances or constructive dismissal claims.
What equipment am I legally required to provide to home workers?
You must provide equipment that is necessary for employees to safely and effectively do their job. This typically includes a laptop or computer, any specialist software, and any safety equipment. You are not legally required to provide furniture (desk, chair), but you should carry out a DSE risk assessment and may need to contribute to costs if the employee's home setup is inadequate. The key principle is that employees should not be worse off financially for working from home.
How do I carry out a home working risk assessment?
Provide employees with a home working risk assessment form covering: workspace (adequate space, lighting, temperature), display screen equipment (screen height, keyboard position, chair height), electrical safety (no overloaded sockets), fire safety (smoke alarm, clear escape route), and manual handling (if applicable). Employees complete the form and return it to you. Review any concerns and take action where needed. The HSE has a free DSE workstation checklist on their website.
Can I monitor remote employees' computer activity?
You can monitor employees' work devices and work accounts, but you must be transparent about it. Under UK GDPR, you must inform employees what monitoring takes place, why, and how the data is used. Covert monitoring is generally not permitted. Excessive monitoring can damage trust and morale. Focus on outcomes and results rather than monitoring activity — if you need to monitor activity closely, it may indicate a performance management issue that should be addressed directly.
How do I handle a remote employee who is underperforming?
Follow the same performance management process as you would for an office-based employee: identify the issue clearly, have a private conversation, agree on improvement targets and a timeline, provide support and regular check-ins, and document everything. Do not assume underperformance is due to remote working — explore the root cause first. If the issue persists, follow your formal performance improvement process. Dismissal for poor performance must follow a fair procedure regardless of where the employee works.
What is the right to disconnect and does it apply in the UK?
The right to disconnect — the right of employees not to be contacted outside working hours — is not currently enshrined in UK law (unlike in Ireland, France, and Belgium). However, employers have a duty of care for employee wellbeing, and excessive out-of-hours contact could contribute to stress-related claims. Best practice is to have a clear policy on out-of-hours communication expectations, encourage employees to set boundaries, and lead by example as a manager.