Remote working: a practical guide for UK businesses (10–200 staff)

Remote working has moved from optional perk to core part of how many UK firms operate. If you run a business with 10–200 staff, you don’t need theory or flashy tech demos — you need a pragmatic plan that protects productivity, keeps people well and reduces risks. This guide explains what matters in plain English, with tips you can use this quarter.

Why remote working matters for your business

Remote working changes three things that determine whether your business succeeds: costs, talent and resilience.

• Costs: less commercial space, smarter shift patterns and a different balance of on-site spending versus allowances. This isn’t about skimping — it’s about reallocating resources where they add value.
• Talent: candidates increasingly expect flexibility. Offering genuine remote working options widens the pool and cuts recruitment friction.
• Resilience: remote-capable teams can keep trading through transport strikes, bad weather or local incidents — that matters if you depend on steady delivery.

Those are the upside headlines. The real work is in the details: trust, policies, technology that simply works and a culture that keeps people connected.

Main challenges and how to handle them

1. Productivity and visibility

Worry: people will hide and do less. Reality: output matters more than attendance. Set clear deliverables and short feedback loops. Replace hours-in-office metrics with weekly objectives and visible workboards (digital or physical). Managers should run brief weekly 1:1s focused on blockers, not timecards.

2. Communication overload

Worry: endless pings and meetings. Practical fix: agree a few core channels and simple rules — use instant messaging for quick checks, email for formal records, and reserve video calls for decisions or relationship work. Encourage status updates and a ‘no-meeting’ block once a week so heads get proper thinking time.

3. Legal and compliance obligations

UK employers still carry health & safety and data protection duties even when staff are remote. That means reasonable DSE assessments for home workers, clear data handling rules and documented processes for equipment and expenses. You don’t need legalese — just consistent, written policies that are easy for line managers to follow.

4. Security without friction

Security isn’t a technology sprint; it’s a set of sensible habits coupled with basic controls: enforced device passwords, automatic updates, encrypted access to company systems and limited privileges. Keep prompts simple — nobody will follow a 12-step security ritual every login.

Practical steps to implement or improve remote working

1. Write a short, living remote working policy

Make it 1–2 pages, readable, and updateable. Cover who can work remotely, expectations for availability, expenses and equipment, and information security basics. Share examples of acceptable and unacceptable behaviours so managers know how to apply it.

2. Pick the minimum tech that solves the biggest problems

Start with reliable video calls, shared documents and an agreed project board. Avoid buying a dozen point solutions on day one. If your team struggles with timezones or unreliable home internet, provide a reasonable allowance or a small pool of co-working membership credits.

3. Train managers in hybrid leadership

Many issues come from managers who were promoted for technical skills, not people skills. Train them to manage outcomes, hold effective 1:1s, spot early signs of burnout and run inclusive meetings where remote voices aren’t drowned out by in-room chatter.

4. Make wellbeing visible

Introduce regular check-ins, encourage use of annual leave, and normalise boundaries: no expectation to reply outside core hours. Consider a small wellbeing budget for virtual social events, online counselling or practical home office items.

5. Review performance differently

Track outcomes, customer satisfaction and uptime rather than hours logged. Use short-cycle reviews (monthly or quarterly) to align goals and adjust working arrangements where necessary.

Costs and savings: think net impact

Remote working shifts spend rather than simply cuts it. You may spend more on home equipment, allowances and collaboration tools, but you can save on office space, business travel and recruitment costs. Estimate net impact across a year and treat the first six months as a test phase — most businesses fine-tune policies rather than overhaul them overnight.

Culture: making remote working not feel remote

Culture is the secret sauce. Small rituals matter: a weekly company update that celebrates wins, a buddy system for new starters, and regular cross-team clinics to tackle tricky problems together. Use occasional in-person days for onboarding, complex decisions and social bonding, not just for alarm-clock enforcement.

From my experience working with firms from Brighton to Edinburgh, the most durable cultures blend clarity (what to do), autonomy (how to do it) and connection (why we do it together).

Measuring success

Choose a handful of KPIs that reflect your priorities. Typical measures include customer satisfaction, staff retention, average time to complete key tasks and the number of security incidents. Avoid vanity metrics like number of messages sent — busy doesn’t equal productive.

FAQ

Is remote working legal in the UK?

Yes. There’s no law forcing remote working, nor a blanket legal right to work from home, but employers must comply with employment law, health & safety and data protection rules. Many businesses formalise arrangements with a written policy and adaptations where needed.

How do I deal with staff who prefer the office?

Offer a mix. Some roles or personalities genuinely work better on-site. Allow a hybrid model where possible, and use office days for activities that need presence: workshops, client meetings or onboarding.

What about security for remote workers?

Start with basics: protected devices, up-to-date software, encrypted access and sensible access controls. Combine technology with training — most breaches happen because someone clicked something they shouldn’t have. Regular, short refreshers work better than lengthy courses.

How do I handle equipment and expenses?

Decide whether you’ll provide devices or give an allowance. Keep processes simple: a clear list of eligible items, a straightforward claim process and a refresh schedule for older hardware. Transparent rules reduce disputes and save admin time.

Final thoughts

Remote working isn’t a flip-the-switch project. It’s a steady change in how work gets organised. Focus on outcomes, make simple rules that managers can apply, and build a culture where people feel trusted and connected. Do that and you’ll see the real benefits: less wasted time, lower recruitment friction, stronger reputation and a calmer day-to-day running of the business.

If you want a pragmatic next step, pick one small experiment this month — a trial policy for one team, a manager coaching session or a simple device allowance — and measure its effect after eight weeks. The goal is better use of time, clearer costs, stronger credibility with staff and a calmer operation overall.