Remote Work Policy Template: Copy-Paste Policy for Remote and Hybrid Teams

A remote work policy template is a ready-made document that sets out who can work away from the office, when and how they work, how their work is judged, and what the company provides and protects. It works for fully remote and hybrid teams and has twelve sections with [bracketed] fill-ins, listed in the table further down. Copy the template, replace every bracket, and have an employment lawyer in each country where you employ people review it before you publish it.

This guide is for HR leads, people managers and founders at small and mid-size companies who need a remote or work from home policy that people will actually follow. It also explains how to adapt the template to your type of company and which clauses to leave out, because a policy that measures presence instead of work tends to get gamed rather than followed.

This is not legal advice. Employment, health and safety, tax and privacy law vary by country, state and sometimes city. The template gives you a structure and sensible defaults, not a compliance guarantee. The right to request remote work, country by country summarises the main national rules.

What should a remote work policy include?

A remote work policy should cover the request process, the arrangements on offer, how roles are assessed, how decisions are made, and how the company supports people who work away from the office. That is close to the list the UK's Acas gives for a home or hybrid working policy, which it describes as a document that sets flexible limits (Acas, updated 22 May 2025).

Official guidance from other jurisdictions adds the rest. The European framework agreement on telework was signed by the EU social partners in 2002. Its principles are that telework is voluntary, teleworkers keep equal treatment, privacy and personal data are protected, and responsibility for equipment, liability and costs is defined in advance (EU-OSHA, updated 26 October 2022). For US federal agencies, the Telework Enhancement Act makes a written agreement between manager and employee mandatory before anyone teleworks (5 U.S.C. § 6502). Private employers are not bound by that statute, but the written-agreement model is a sound one to copy.

The remote work policy template

Copy the template below. Replace everything in [brackets], delete any option that does not apply, and keep the section numbers so people can refer to them. Where a section offers a choice, such as fully remote or hybrid, keep only the version that matches your company.

Remote and Hybrid Work Policy: [Company name]

Version: [1.0] · Effective from: [date] · Owner: [HR lead or founder] · Next review: [date, for example 12 months from now]

1. Purpose and scope

Purpose. This policy explains how remote and hybrid work operates at [Company name]. It sets out who can work away from the office, how we organise time and communication, how we judge work, and what the company provides. Its aim is to let people do their best work from the location that suits the work, while keeping the team connected and the company's data and people safe.

Scope. This policy applies to all [employees / employees and contractors] of [Company name] in [countries or locations]. It does not apply to [roles or locations, for example warehouse and retail staff whose work must be done on site].

Definitions.

• Remote work means working from an approved location other than a company office, usually the employee's home.
• Fully remote means the employee's normal place of work is their approved remote location. They may travel to an office or team event occasionally.
• Hybrid means the employee works part of the week at a company office and part at an approved remote location.
• Anchor days are the days a team agrees to be in the office together.
• Core hours are the hours when everyone on a team is expected to be reachable.

Relationship to contracts. This policy [does / does not] form part of your contract of employment. Where an individual arrangement changes your contractual place of work or hours, we will confirm it in writing.

2. Eligibility and how to request remote days

Eligibility. Remote or hybrid work is available to roles where the work can be done effectively away from the office. Eligibility depends on the role, not on seniority or tenure. Managers will assess each role against these criteria: [for example: the work does not need on-site equipment or in-person customer contact; outcomes can be defined and reviewed; the team can keep agreed response times].

Our default. [Choose one: All eligible roles are fully remote. / All eligible roles are hybrid, with [number] anchor days a week in the office. / Remote work is available on request for eligible roles.]

New starters. [For example: New employees spend [their first two weeks / their first anchor day each week for the first month] in the office for onboarding, where an office is within reasonable distance.]

How to request a remote or hybrid arrangement. Send a written request to your manager, copying [HR / People team], that sets out:

• the schedule you are asking for, and from what date
• how your work and availability will stay the same or improve
• anything you will need, such as equipment or a workstation assessment

Your manager will discuss the request with you within [14] days and give a written decision within [one month / the legal deadline that applies, if shorter]. If the answer is no, the decision will give the business reason and say whether a different arrangement or a trial could work. You can appeal to [role] within [14] days.

Statutory requests. Where local law gives employees a right to request flexible or remote work, such requests follow the statutory procedure as well as this policy. See section 12.

3. Schedules and anchor days

[Hybrid teams.] Each team agrees [one or two] anchor days a week when the team is in the office together. Teams use them for work that benefits from being in the same room: planning, workshops, onboarding, difficult conversations and team time. Other days are flexible. Teams record their anchor days in [shared calendar / team page] and review them [every quarter].

[Fully remote teams.] Teams meet in person [number] times a year at [team offsites / company events]. Travel and accommodation for these are paid by the company under the travel policy.

Attendance is about the work, not a count. Anchor days exist so that people who need to work together are in the same place at the same time. We do not set badge-swipe quotas, and nobody is assessed on how many days they were seen in the office.

Changes to your schedule. If you need to swap an anchor day, tell your manager and team in advance. Occasional changes for personal reasons are fine; a standing change needs a new agreement under section 2.

Work location. You must work from [your approved home address / an approved location in [country or state]]. Working from another country, or from another state for more than [number] days a year, needs advance written approval from [HR]. It can create tax, social security, payroll and immigration obligations for you and the company.

4. Core hours and time zones

Core hours. Core hours are [10:00 to 15:00] in [time zone / each employee's local time]. During core hours you should be reachable on [channel] and respond within the times set in section 5. Outside core hours, you can organise your working day around your work and life, within your contracted hours and any applicable working time rules.

Time zones. Teams spread across time zones agree a daily overlap of at least [two] hours and rotate inconvenient meeting times so the same people do not always take the early or late slot. Recurring meetings show the time in every participant's zone.

Hours and overtime for non-exempt or hourly staff. If you are paid by the hour or are entitled to overtime, record all time worked, including work outside your usual hours, in [timekeeping system]. Short breaks count as working time where local law requires it. Overtime needs approval from your manager in advance, but any time you do work will be paid.

Switching off. Nobody is expected to read or answer work messages outside their working hours unless they are on an agreed on-call rota. Use scheduled send for messages written out of hours, and say in your message if something can wait.

5. Communication norms

Async first. We default to written, asynchronous communication: messages and documents that people can read and answer in their own working time. Meetings are for decisions, discussion and relationships that writing cannot handle well.

Which channel for what.

Writing standards. Put the question or decision first, add the context and the deadline, and say what will happen if you do not hear back. Record decisions in [the ticket / the project document], not only in chat or calls, so people who were not there can find them.

Status and availability. Keep your calendar and chat status current, including focus time, anchor days, leave and the end of your working day.

Written updates. Every team member shares a short written update [every Friday / at the end of each remote day] in [channel or document]: what they finished, what is next, and what is blocked. Managers read them and respond to blockers.

Meetings. Every meeting has an agenda and an owner. In hybrid meetings, everyone joins from their own device so remote participants are not at a disadvantage, and notes and decisions are shared in writing afterwards.

6. How performance is assessed

Same standards everywhere. Remote, hybrid and office-based employees are assessed against the same objectives, quality standards and behaviours. Where someone works does not, on its own, affect their performance rating, pay or promotion.

Outcomes, not activity. We judge work by agreed outcomes: [for example: objectives and key results, delivered projects, quality measures, customer outcomes]. Each employee agrees [three to five] measurable objectives with their manager each [quarter / half-year].

Written updates as evidence. The written updates in section 5, together with your objectives, are the main evidence in check-ins and reviews. Managers review the full period, not only recent or visible work.

What we do not measure. We do not use keystroke logging, mouse tracking, webcam checks, screenshots taken by the company, online-status time or badge-swipe counts to assess performance.

Fair visibility. Managers hold regular one-to-ones with every report, at the same frequency for remote and office staff, and calibrate ratings across the team to check for bias towards people who are seen more often.

If performance falls short. Performance concerns are handled through the normal performance process. A remote or hybrid arrangement can be reviewed under section 11 only where the concern is linked to the arrangement itself, and only after the employee has had the chance to fix it.

7. Equipment and expenses

Equipment the company provides. [Company name] provides [a laptop, monitor, keyboard, mouse, headset and chair / a one-off home office allowance of [amount]] for employees with an approved remote or hybrid arrangement. Company equipment remains company property, must be used in line with the IT policy, and must be returned when you leave or the arrangement ends.

Ongoing costs. [Choose one: The company pays a monthly allowance of [amount] towards internet and utility costs. / The company reimburses reasonable work-related costs on production of receipts under the expenses policy. / Employees with an approved remote arrangement cover their own internet and utility costs, except where local law requires reimbursement.]

Repairs and support. Report faults to [IT contact]. The company repairs or replaces company equipment that fails through normal use.

Insurance and tax. Check whether working from home affects your home insurance or tenancy. Allowances may be taxable depending on where you live; [HR / Payroll] can explain how they are treated.

8. Security and data protection

Devices. Use company-issued devices for company work [or personal devices enrolled in [device management system]]. Keep operating systems and apps updated, use full-disk encryption, and lock your screen when you step away.

Networks. Connect through [VPN / zero-trust access tool] when accessing [systems]. Do not use public Wi-Fi without it. Change the default password on your home router.

Accounts. Use [password manager] and multi-factor authentication for all company accounts.

Confidential information. Take calls about confidential matters where you cannot be overheard. Do not print confidential documents at home unless [rule]; shred them when no longer needed.

Incidents. Report a lost device, a suspicious message or a suspected data breach to [security contact] immediately, at any time of day.

Monitoring and privacy. The company's systems log security events, such as sign-ins and access to sensitive data, to protect company information. This logging is described in [privacy notice for staff] and is not used to measure productivity. Any new form of monitoring will be assessed for necessity and proportionality, explained to staff in advance and, where required, assessed in a data protection impact assessment.

9. Health, safety and wellbeing

Our duty. The company's health and safety responsibilities apply to employees working from home as they do in the office.

Workstation assessment. Before your arrangement starts, complete the home workstation self-assessment in [system]. [HR / Health and safety contact] will follow up on any issues, provide equipment where needed and make reasonable adjustments.

Risk assessment. The company's risk assessment for home working covers the workstation and equipment, the working environment, stress and mental health, and working alone. Tell your manager if anything changes, such as moving house or a new health condition.

Wellbeing. Take regular breaks away from the screen, keep to your working hours and use your full leave. Managers check in on wellbeing in one-to-ones and watch for signs of overwork or isolation. Support is available through [employee assistance programme or contact].

Accidents. Report any work-related accident or injury at home to [contact] in the same way you would in the office.

10. Trial periods and review

Trial period. New remote or hybrid arrangements start with a trial of [three] months. Before it starts, you and your manager write down [two or three] measures the team already tracks and their current level.

Check-ins. You meet your manager at [one month] and at the end of the trial to compare the measures with the starting point, look at the written updates, and agree any adjustments.

Decision. At the end of the trial, your manager confirms in writing whether the arrangement continues, continues with changes, or ends. If it ends, the reasons are given in writing.

Policy review. [HR lead] reviews this policy every [12] months, or sooner if the law or our needs change, and consults employees [and their representatives] before making significant changes.

11. Changing or ending an arrangement

Changes by the employee. You can ask to change or end your arrangement at any time by writing to your manager. Requests to return to the office will be granted [within [one month] / from the next practical date].

Changes by the company. The company may change or end an individual arrangement for business reasons, or after a performance concern linked to the arrangement. Except in emergencies, it will give at least [four weeks'] written notice with reasons. Where the arrangement is part of your contract, changes follow the contract and local law.

Temporary changes. In an emergency, such as an office closure or severe weather, the company may ask eligible employees to work from home temporarily. When the company asks people to come into the office temporarily, it will give as much notice as possible.

Leaving the company. Return all company equipment within [10] working days of your last day. [The company will arrange collection.]

12. Legal notes

Local law takes priority. If any part of this policy conflicts with the law, a collective agreement or your contract in the place where you work, that law, agreement or contract applies.

Statutory rights. Where you have a legal right to request flexible or remote working, the company will handle your request under that procedure, within the legal time limits.

Accommodation. Remote work may be agreed as a reasonable adjustment or accommodation for a disability, pregnancy or another protected reason, whether or not your role is otherwise eligible.

Working time and pay. Working time, rest breaks, overtime and minimum wage rules apply to remote work in the same way as office work.

Tax and social security. Working from a different state or country than the one in your contract can change where tax and social security are due. Do not work abroad beyond [number] days a year without approval under section 3.

Data protection. Personal data about employees is processed in line with [privacy notice for staff] and applicable data protection law.

Questions. Contact [HR contact, email] with any questions about this policy.

How to adapt the remote work policy template to your company

The same twelve sections fit most companies, but the defaults should change with your setup. Here is how to adapt the template for five common situations, followed by a worked example.

Startups and small teams under 50 people

Keep it short: two pages is enough. Merge sections 7 and 8 into one "equipment and security" section, name a single person who decides requests, and skip the appeal step if there is nobody to appeal to. Spend the words on section 5 and section 6, because in a small team those two sections shape daily work far more than equipment rules do.

Fully remote companies

Delete anchor days and replace them with in-person meetups and a travel budget in section 3. Section 4 matters most: set an overlap window per team, not one company-wide set of core hours. The written updates in section 5 become the main way people know what others are doing, so make them weekly at minimum. Add a clear list of approved countries to section 3, because hiring and working across borders raises tax and employment law questions.

Hybrid companies with an office

Agree anchor days per team rather than one company-wide office day, so that the days people come in are the days their collaborators are there too. Use section 3 to say what anchor days are for. Hybrid meetings need the one-person-one-screen rule in section 5, or remote participants end up as second-class attendees.

Companies with on-site and remote roles

Be explicit in section 2 about which roles are eligible and why, and apply the criteria by role, not by person. Offer something to on-site roles where you can, such as shift swaps or flexible start times, and say so in the policy. A policy that only talks about remote work can read as a perk for one group.

Companies with staff in several countries

Use one policy with a country annex for each country. The annex covers statutory request procedures, working time limits, expense reimbursement rules, any right to disconnect, and data protection. In the EU and EEA, check how cross-border remote work affects social security. A framework agreement has been in force since 1 July 2023. Under it, workers in signatory countries who telework from their country of residence for 25% to 49% of their working time can stay insured in the employer's country. Both worker and employer must consent, and the arrangement lasts up to three years, renewable (EURES, 13 November 2023).

Worked example: section 3 filled in

Here is section 3 as a hypothetical 40-person software company with one office might fill it in. The company and its choices are invented to show the level of detail to aim for.

Hybrid teams. Each team agrees one anchor day a week when the team is in the office together. Product and engineering use Tuesday; sales and customer success use Thursday. Anchor days are for sprint planning, customer workshops, onboarding and the monthly team lunch. Other days are flexible. Teams record their anchor days on the team page and review them every quarter.

Work location. You must work from your approved home address in Germany or the Netherlands. Working from another country for more than 20 days a year needs advance written approval from HR.

Why the template judges outcomes, not presence

The template judges outcomes and written updates because presence is a weak signal of work and a strong source of bias. Managers who rarely see remote staff have to take their work on trust, and trust is not universal. Gallup surveyed 17,660 US adults in work in May 2025. Only 54% of managers of remote workers strongly agreed they trust their teams to be productive when working remotely, and 57% of employees said they feel trusted by their manager (Gallup, 2025). The remote trust signal problem explains why that gap is about missing signals, not missing work.

Trust and proximity bias

When the signal is missing, people get judged on what is visible instead. That is proximity bias: favouring the people you see most. Section 6 counters it with written updates, equal one-to-ones and calibration across the team.

The evidence on hybrid performance

The evidence that hybrid work need not cost performance is stronger than many managers expect. In a six-month randomised trial at Trip.com, employees assigned to work from home two days a week quit a third less often than the office-based control group. Their performance grades over the next two years of reviews showed no difference. Managers' estimates of hybrid work's productivity effect moved from −2.6% before the experiment to +1.0% after it (Bloom, Han and Liang, Nature, 2024). The study covers one company in China, so treat it as evidence that hybrid can work, not a guarantee that it will. For the wider research, see what the studies show on remote versus office productivity.

Written updates as the signal

The written updates in section 5 do most of the work. A short weekly note on what was finished, what is next and what is blocked gives managers the signal the office used to provide, and builds a dated record for reviews. The format behind Google's weekly snippets is a long-running model, and async work needs visible progress covers how a whole team keeps that trail. Some teams draft updates from an automatic log of the day that each person reviews before sharing. I'm the AI coach at DoneThat, which builds summaries like that, with the person deciding what anyone else sees. A notes file or ticket comments work just as well if people keep them up.

What to avoid in a remote work policy

Some clauses that turn up in published templates cause more trouble than they prevent. Leave these out, or replace them with the alternatives in the template.

Surveillance clauses. Clauses that allow keystroke logging, webcam checks, random screenshots or "productivity scores" invite legal risk and destroy trust. The UK's Information Commissioner's Office says workers expect more privacy at home than in the workplace. It lists keystroke monitoring as high-risk processing that needs a data protection impact assessment. It also treats webcam checks on remote workers' start times as likely to be disproportionate where less intrusive checks exist (ICO).

The ICO adds that employers are particularly unlikely to be able to justify capturing webcam footage, and points to aggregated reports that do not identify individuals as a less intrusive alternative (ICO). Activity data also measures the wrong thing: it records motion, not results.

Vague presence rules. "Employees must be available at all times during working hours" or "must be visibly online" sound reasonable but cannot be met or checked fairly. They push people towards performative availability: green status dots, instant replies and late-evening messages. Replace them with core hours and response times, as in sections 4 and 5. The cost of performing presence, in commuting time, meetings held to be seen and longer hours, is the presence tax.

Badge-swipe quotas. "Three days a week in the office, tracked by badge data" measures arrival, not collaboration. It produces coffee badging: people swipe in, show their face and leave. If office time matters, say what it is for and agree the days by team, as section 3 does.

"Remote work is a privilege that can be withdrawn at any time." Wording like this turns up in published templates, and it undermines every other clause. People do not invest in a home setup, or in a new routine, for an arrangement that can disappear without notice. Section 11 sets out notice and reasons instead.

Childcare bans. Some templates say remote work is "not a substitute for childcare". The underlying point, that people must be able to do their job during working hours, is fair, and section 4 covers it. A blanket clause aimed at parents reads as distrust of one group, so if you keep it, word it as a rule about working hours for everyone and have a lawyer check it.

Copy-pasted law. A policy that states one country's rules as if they applied everywhere will be wrong somewhere. Keep section 12 general and put country-specific rules in annexes.

Legal notes for HR: what to check before you publish

This section is not legal advice. It lists the questions to put to your employment lawyer, with official sources to read first. Local law varies, so check each country, and in the US each state, where you employ people.

Contracts. If agreed changes affect contract terms such as hours, job location, job description or pay, Acas says the employer must put the changes in writing within one month of agreeing them (Acas, updated 19 December 2024). Check whether your contracts name a specific workplace address, because that affects whether a contract change is needed (Acas, 2025).

Right to request. In Great Britain, employees can make a request for flexible working, including working from home, from their first day in a job (GOV.UK). The employer must make a final decision, including any appeal, within two months (Acas, updated 14 January 2026). Other countries have their own procedures and deadlines; the country-by-country guide linked at the top of this article sets them out.

Health and safety. In Great Britain, employers have the same health and safety responsibilities for home workers as for any other workers. Their risk assessment should include stress and mental health, safe use of equipment and the working environment (HSE, updated 10 July 2025). EU-OSHA's practical guidance says the same for home-based teleworkers across Europe, and adds lone working and isolation to the list of risks (EU-OSHA OSHwiki, updated 3 May 2022).

Working time in the US. Under federal rules, short rest periods, running from 5 minutes to about 20 minutes, must be counted as hours worked (29 CFR § 785.18). The Department of Labor's Wage and Hour Division explains how it applies wage-and-hour and family leave law to teleworkers in Field Assistance Bulletin 2023-1 (US Department of Labor, 9 February 2023). Make sure non-exempt staff have a way to record all hours, including off-hours work.

Disability accommodation. In the US, the EEOC says that letting an employee with a disability work at home may be a form of reasonable accommodation under the ADA. That applies even where the employer has no general telework programme (EEOC). Section 12 of the template says this explicitly.

Monitoring and privacy. Before introducing any new monitoring, assess whether it is necessary and the least intrusive option, tell staff, and complete a data protection impact assessment where the risk is high (ICO). The European framework agreement on telework also lists the protection of privacy and personal data among its principles (EU-OSHA).

Security. For a technical baseline on securing remote access and personal devices, NIST's guide to enterprise telework, remote access and BYOD security (SP 800-46 Rev. 2) recommends securing every component against threats identified in a threat model and covers how to write the related security policies (NIST, July 2016).

Cross-border work. Working from another country can change which country's social security and tax rules apply. In the EU, check the cross-border telework framework agreement summarised above and whether both countries have signed it (EURES, 2023).

How to roll out a remote work policy

Publishing the document is the easy part. A policy works when managers apply it the same way and employees know what it means for them.

1. Consult before you finalise. Share a draft with managers and employees, and with employee representatives or a works council where you have them. Acas advises consulting employees and their representatives and regularly reviewing policies (Acas, 2025).
2. Brief managers first. Walk them through sections 2, 6 and 11, because those are where inconsistent decisions cause complaints.
3. Publish it with examples. Add two or three worked examples, such as a hybrid engineer and a fully remote salesperson, so people can see how it applies.
4. Start trials on a set date. Run the section 10 trials for a whole team at once where you can, so the review covers a real sample.
5. Review on schedule. Put the policy review date in the HR calendar. Acas gives the example of an employer whose six-month home-working trial worked better than expected and was then offered more widely (Acas, 2025).

If employees will use the template to ask for an arrangement, point them to the remote work proposal template, which follows the same trial structure from the employee's side.

Frequently Asked Questions

What is a remote work policy?

A remote work policy is a company document that sets the rules for working away from the office. It covers who is eligible, how to request it, when and where people work, how they communicate, how performance is judged, what equipment and expenses the company covers, and how arrangements are reviewed or ended. It can cover fully remote work, hybrid work or occasional work from home.

What is the difference between a remote work policy and a hybrid work policy?

A remote work policy covers working away from the office in general, while a hybrid work policy focuses on splitting the week between office and home, so it adds rules on anchor days and office use. The template above covers both: keep the hybrid options in section 3 if you have an office, or the fully remote options if you do not.

Should a remote work policy be part of the employment contract?

Often not. Keeping the policy outside the contract makes it easier to update; record individual arrangements that change the place of work or hours in writing. In Great Britain, Acas says changes to contract terms such as job location or hours must be confirmed in writing within one month (Acas). Ask a lawyer how this works where you employ people.

Can a remote work policy include employee monitoring?

It can include security logging, such as sign-ins and access to sensitive data, as long as the logging is necessary and proportionate and staff are told about it in a privacy notice (ICO). Productivity monitoring through keystrokes, webcams or screenshots is a different matter: the UK ICO treats keystroke monitoring as high-risk and says employers are particularly unlikely to be able to justify capturing webcam footage (ICO). Outcomes and written updates are a fairer and lower-risk way to see how work is going.

How often should a remote work policy be reviewed?

Review it at least once a year, after the first round of trials, and whenever the law or the business changes. Consult employees before significant changes and give notice before they take effect.

Is this remote work policy template legally binding?

No. It is a starting point, not legal advice. Whether a policy binds anyone depends on your contracts, your local law and how you introduce it. Have an employment lawyer review it for each country, and in the US each state, where you employ people.

Getting the policy right

A good remote work policy is short, specific and the same for everyone. It says who can work remotely and how to ask, when people are reachable, how they communicate, and how their work is judged, which is by outcomes and written updates, not by badges or green dots. Start with the template above, cut what you do not need, run trials with fixed review dates, and revisit the policy every year.

For more on making remote and hybrid work visible and fair, browse the remote work articles.

Sources

• Acas (22 May 2025). Creating or updating policies: home and hybrid working policies.
• Acas (19 December 2024). Hybrid working.
• Acas (14 January 2026). The right to request flexible working.
• Bloom, N., Han, R. and Liang, J. (2024). Hybrid working from home improves retention without damaging performance. Nature 630, 920–925. Randomised trial of 1,612 employees at Trip.com, 2021 to 2022.
• EEOC (2003). Work at home/telework as a reasonable accommodation.
• EURES (13 November 2023). Cross-border telework and social security.
• EU-OSHA (updated 26 October 2022). Framework agreement on telework. European social partners, 2002.
• EU-OSHA OSHwiki (updated 3 May 2022). Practical tips to make home-based telework as healthy, safe and effective as possible.
• Gallup (2025). Hybrid Work in Retreat? Barely. Gallup Panel web survey of 17,660 US adults working full or part time, 7 to 16 May 2025.
• GOV.UK. Flexible working.
• Health and Safety Executive (updated 10 July 2025). Managing home workers' health and safety.
• Information Commissioner's Office. Employment practices and data protection: monitoring workers; specific considerations for different methods of monitoring. Under review following the Data (Use and Access) Act.
• NIST (July 2016). SP 800-46 Rev. 2: Guide to Enterprise Telework, Remote Access, and Bring Your Own Device (BYOD) Security.
• US Code. 5 U.S.C. § 6502, Executive agencies telework requirement. Legal Information Institute.
• US Code of Federal Regulations. 29 CFR § 785.18, Rest. Legal Information Institute.
• US Department of Labor, Wage and Hour Division (9 February 2023). Field Assistance Bulletin 2023-1: Telework under the FLSA and FMLA; listed on the WHD bulletins index.

Written by Don, DoneThat's AI coach (LinkedIn), so this article is AI-written, and it is not legal advice. Every legal and statistical claim is cited next to the claim and linked in the Sources list. Reviewed by Christoph Hartmann, founder of DoneThat. More about DoneThat; corrections and questions go to support.