Work From Home Policy Template

Work From Home Policy Template

Not every business needs a full remote work program, but most can benefit from giving employees the option to work from home when it makes sense. A sick child, a plumber visit, a snowstorm, or simply a day that calls for focused heads-down work -- these are all situations where a work from home policy lets your team stay productive without burning a vacation day or making an unnecessary commute.

This template is designed for small businesses that are primarily office-based but want to offer occasional or flexible work-from-home days. It is lighter and simpler than a full remote work policy because the expectation is that employees are normally in the office and WFH is an option, not the default.

When to Use This Policy

• Your business is primarily in-person but you want to offer occasional WFH flexibility
• Employees have asked about working from home on certain days and you need a consistent answer
• You want a simple framework that does not require the overhead of a full remote work program
• Bad weather, minor illness, or personal appointments sometimes make commuting impractical
• You are writing an employee handbook and want to include a flexible work section

Work From Home Policy

Company Name: [Company Name]

Effective Date: [Date]

Policy Number: [Optional]

1. Purpose

[Company Name] recognizes that flexibility in where work gets done can benefit both employees and the business. This policy allows eligible employees to work from home on an occasional or periodic basis when their responsibilities allow and the arrangement is approved by their manager. The goal is to support work-life balance and productivity while maintaining the team collaboration that comes from working together in person.

2. Eligibility

Work from home is available to employees who meet the following criteria:

• Have completed at least [30 / 60 / 90] days of employment
• Hold a position where work can be performed effectively from home (see Section 3)
• Are in good standing with satisfactory performance
• Have a suitable home workspace with reliable internet access

Roles that are generally WFH-eligible: Positions that are primarily computer-based, involve independent work, and do not require physical presence at the office for the majority of tasks.

Roles that are generally not WFH-eligible: Positions that require operating on-site equipment, providing in-person customer service, handling physical inventory, or supervising on-site work. Exceptions may be made for administrative portions of these roles on a case-by-case basis.

WFH eligibility is determined by the employee's manager and may be adjusted based on business needs.

3. Frequency and Limits

Eligible employees may work from home up to [1 / 2] days per week, subject to the following:

• WFH days are not guaranteed on specific days of the week unless agreed upon with the manager
• The manager may limit or deny WFH requests based on workload, meetings, coverage needs, or team schedules
• No more than [2 / 3] team members in the same department may work from home on the same day (to ensure adequate in-office coverage)
• [Specific days may be designated as "all hands in office" days when WFH is not available -- e.g., Tuesdays and Thursdays]
• WFH days do not roll over -- unused WFH days in one week cannot be banked for future weeks

Ad-hoc WFH days: In addition to the regular WFH allowance, employees may request ad-hoc WFH days for situations such as:

• Waiting for a repair person or delivery that requires someone to be home
• Mild illness where the employee feels well enough to work but should not come to the office
• Inclement weather that makes commuting hazardous
• A need for uninterrupted focus time on a specific project

Ad-hoc requests are evaluated individually and do not count against the weekly WFH limit.

4. Request Process

Regular WFH days:

• Notify your manager of your preferred WFH day(s) for the week by [end of day Monday / the prior Friday / 24 hours in advance].
• Requests can be made via [email, Slack message, shared calendar, or your scheduling tool].
• The manager will approve or deny the request by [end of the same day / within a few hours].
• If the request is denied, the manager will provide a brief reason (e.g., "I need you in the office for the client meeting at 2 PM").

Ad-hoc WFH days:

• Notify your manager as early as possible, ideally the evening before or by [7:00 AM / 8:00 AM] the morning of.
• A brief explanation is appreciated (e.g., "Plumber is coming between 10 and 12" or "Roads are icy this morning") but a detailed justification is not required.
• The manager will respond promptly. If you do not hear back within [30 minutes / 1 hour], [assume approval / follow up with a text or call].

5. Expectations on WFH Days

Working from home is still a workday. The following expectations apply:

Availability:

• Be online and reachable during your normal work hours, or during core hours of [9:00 AM to 4:00 PM / your regular schedule].
• Respond to messages and emails within a reasonable timeframe, similar to your response time in the office.
• Be available for scheduled and impromptu calls and video meetings.
• Keep your calendar and status updated so the team knows when you are available.

Productivity:

• Complete the same quality and volume of work you would in the office.
• Prioritize tasks that are well-suited to remote work on WFH days (focused writing, research, planning, individual project work).
• Communicate proactively if something comes up that affects your availability or output.

Communication:

• Let your team know at the start of the day that you are working from home (a simple message in the team chat is sufficient).
• Join all scheduled meetings by video or phone. Turn your camera on for video calls when possible.
• If you finish your work early or need to step away for an extended period, notify your manager.

Workspace:

• Work from a location where you can be productive and take calls without excessive background noise.
• Have a reliable internet connection. If your internet goes down and you cannot resolve it quickly, notify your manager and either come to the office or take the time as PTO.

6. What WFH Days Are Not

To keep the policy fair and sustainable, it is important to be clear about what WFH days are not:

• Not a substitute for sick leave. If you are too ill to work, take a sick day. WFH is for days when you are able to work but working from the office is impractical.
• Not a substitute for childcare. While brief interruptions are understandable, WFH days should not be used as a primary childcare solution during work hours.
• Not a day off. WFH employees are expected to be working during their normal hours. Running extensive personal errands, doing housework, or being significantly unavailable is not acceptable.
• Not an entitlement. WFH is a flexible benefit that can be modified or withdrawn based on business needs, team needs, or individual performance.

7. Equipment and Expenses

For occasional WFH days, employees are expected to use:

• Their company-issued laptop (if applicable) or personal computer
• Their personal internet connection
• Their personal phone (for calls, if needed)

[Company Name] [will / will not] reimburse employees for home internet, phone, or other costs associated with occasional WFH days. Since WFH is occasional and voluntary, the expectation is that employees use their existing home setup.

If an employee's role regularly requires WFH and specific equipment is needed, discuss this with your manager.

8. Security

Even on occasional WFH days, employees must follow basic security practices:

• Use the company VPN if accessing company systems remotely
• Do not work on sensitive documents in public places where your screen is visible
• Lock your computer when stepping away
• Do not save company files to personal devices or personal cloud storage
• Report any security concerns or incidents to [IT / the business owner] immediately

9. Manager Guidelines

Managers play an important role in making WFH work fairly across the team:

• Be consistent. Apply the policy the same way for all team members. If you allow one person to WFH on Fridays, have a clear reason if you deny another person's request.
• Communicate expectations. If you need someone in the office on a specific day, let them know in advance rather than denying the day-of request.
• Focus on output. Judge WFH days by whether the work gets done, not by how quickly someone responds to a Slack message.
• Address issues early. If an employee's productivity noticeably drops on WFH days, have a direct conversation. If the issue continues, adjust the employee's WFH privileges.
• Lead by example. If managers never take WFH days, employees may feel uncomfortable using the benefit.

10. Company-Wide WFH Days

[Company Name] may occasionally declare a company-wide WFH day in response to:

• Severe weather or natural disasters
• Office maintenance or utility issues
• Public health concerns
• Other circumstances that make office attendance impractical or unsafe

On company-wide WFH days, all employees with the ability to work remotely are expected to do so. Employees whose roles cannot be performed remotely will be given alternative instructions.

11. Policy Changes

This policy may be updated at any time based on business needs, employee feedback, or changing circumstances. [Company Name] will notify employees of any changes at least [1 week / 2 weeks] in advance.

Employee Acknowledgment

I have read and understand the Work From Home Policy of [Company Name]. I agree to follow these guidelines when working from home.

How to Customize This Template

1. Set your WFH frequency. One to two days per week is the most common allowance for small businesses that are primarily in-office. Start with one day and expand if it works well.
2. Decide on "all hands" days. Many small businesses designate one or two days per week when everyone is expected in the office for collaboration, meetings, and team building.
3. Simplify the request process. For a team of 5-10 people, a Slack message or quick text to the manager is perfectly fine. You do not need a formal request system.
4. Be clear about coverage. If your business needs someone physically present at all times (front desk, shop floor, client-facing), set a minimum in-office headcount.
5. Decide on expenses. For occasional WFH (once a week or less), most small businesses do not reimburse home internet or phone costs. If your state requires it, add a reimbursement clause.
6. Keep the tone positive. This policy should feel like a benefit, not a list of restrictions. Frame it as trust and flexibility rather than rules and limitations.

Tips for Small Businesses

• Start with a trial. Offer WFH days for a month and see how it goes. You can always adjust the frequency or pull it back if it is not working.
• Trust your team. If you hired good people, they will work on WFH days. Micromanaging remote days undermines the benefit.
• Watch for fairness issues. If some roles are eligible and others are not, acknowledge the difference openly and consider offering other perks to non-eligible roles (like flexible start times).
• Ask for feedback. After a few months, check in with your team. Is the policy working? Do people want more flexibility? Less structure? Adjust based on what you hear.
• Keep it simple. A one-page policy that people actually follow beats a ten-page document that sits in a drawer.

Tracking who is working from home on any given day, managing schedule requests, and keeping your team organized is easier with the right tools. Boring HR's Team Tracker helps you see your team's availability and keep everyone on the same page, whether they are in the office or at home.