workplace policies

Writing a Remote Work Policy People Can Follow

Most remote work policies fail because they describe intentions rather than rules. Here is the structure that survives contact with real requests.

Marcus Lind · 2 May 2026 · 10 min read

A remote work policy earns its existence the first time somebody asks to work from another country for two months. If the policy cannot answer that question, it is a values statement, not a policy.

Eligibility

State plainly which roles are eligible and on what basis. Role-based eligibility, judged by whether the work can be performed effectively off site, is defensible. Manager discretion with no stated criteria is the fastest route to a fairness complaint.

Working pattern and hours

Core collaboration hours, expressed in a named time zone.
Expected response times for each channel, so nobody invents their own.
Whether the pattern is fixed or flexible, and how changes are requested.
How working time is recorded where that is a legal requirement.

Workspace, equipment and expenses

What the organisation provides, what it reimburses, and the claim process with limits.
Home workstation safety expectations and a self-assessment where required.
Rules on personal devices, and whether they are permitted at all.
Insurance and liability position for company equipment at home.

Data protection and security

This is the section auditors read. Cover network requirements, device encryption, screen privacy in public spaces, handling of physical documents, prohibition on personal cloud storage, and the reporting route for a suspected incident.

Working from another country

Be explicit and be conservative. Cross-border remote work can create tax residency, permanent establishment, immigration and social security obligations very quickly. Require written approval before any work outside the contractual country, set a maximum number of days, list approved locations, and state that unapproved cross-border work is a disciplinary matter.

Cross-border remote work is a tax and immigration question before it is an HR question. Route every request through qualified advice for the specific country.

Performance, communication and review

Measure outputs and agreed objectives, not activity or online status.
Set the minimum cadence of one-to-ones and team meetings.
State the documentation standard for decisions made asynchronously.
Commit to reviewing the policy annually and after any material legal change.

How arrangements end

Describe the circumstances in which a remote arrangement can be changed or withdrawn, the notice period, and the appeal route. A policy that only describes how arrangements start will be tested at the moment one needs to stop.

Frequently asked questions

Should a remote work policy be contractual?: Usually not. Most employers keep it as a non-contractual policy so it can be updated without renegotiating contracts, while ensuring the contract itself states the normal place of work.
Can we refuse a remote work request?: In many jurisdictions yes, provided the reason is objective, consistently applied and documented. Some countries give employees a statutory right to request flexible working with a defined response process, so check local requirements.
How do we handle employees who want to work abroad temporarily?: Require prior written approval, cap the duration, restrict to pre-approved countries, and take tax and immigration advice for each case. Do not rely on the employee's assurance that it is fine.

Marcus Lind

Director of People at Lundqvist Digital

Fully distributed since 2019. I document what works when nobody shares an office, from written policy to asynchronous performance conversations.