Right to request remote working: is your business prepared?

Crystel Robbins Rynne, Chief Operating Officer at HR software solutions provider HRLocker, explains how having the right tools and technology in place helps businesses comply with the new worker legislation

Employers have a host of changes to contend with in 2024 as new worker protections come into place. Notably, employees in Ireland now have the right to request remote work. Having plans in place to tackle the proposed changes should be a top priority for Irish businesses. Yet, according to our latest research, half of Irish SMEs are grappling with red tape, and 40% anticipate a significant increase in costs due to the new compliance requirements.

So, while the fresh wave of worker protections provides much-needed support for employees, employers are querying whether their companies can sustain the changes – and foot the bill. Topping the list of questions should be: Do you have the needed resources, infrastructure, and technology? If you can’t answer, it’s time to do some work—first, a quick recap.

The right to request remote work

Employees with at least six months of service now have the right to request remote working. If you’re not already operating a remote work policy, you’ll need to give serious consideration to employees who request it.  If you refuse a request, you must provide reasons to the employee.

Employees must submit requests to work remotely at least eight weeks before the intended start date. Once you’ve received a request, you must respond within four weeks. However, this can be extended to eight weeks if you struggle to establish whether the request is viable.

Employers are required to weigh business and employee needs. Keep an eye out for a code of practice that the Workplace Relations Commission (WRC) intends to publish. The government has already provided a handy remote working checklist to help manage requests. You can also find resources online, such as remote working policy and duty of care templates.

What’s your strategy?

Before you sign off on any remote work requests, laying the groundwork is vital. Having a specific remote work policy is crucial, especially when it comes to standardising your remote work approach. Some elements you should include are:

• Practicalities (for example are they customer-facing? Or do they need to go on-site visits? For example)
• Eligibility criteria (for example, the government criteria specifies at least six months of service)
• Guidance on setting up a secure, safe, and healthy remote work environment
• Provision of tools, equipment, and supplies
• Core working hours, attendance, and time-tracking specifications
• Preferred communication channels
• Remote work options (from home, travelling, in coworking spaces)
• Legal requirements, i.e. what laws and regulations require compliance
• Tax allowances for remote working and any financial stipend you may choose to provide

If you’re using HR software, add this policy to the employee portal so that individuals can return to it at a later date. Once you have a policy in place, don’t forget to update your employee handbook and safety statement.

Communicating the specifics of your remote work policy and approach is essential. Make sure you use all the platforms available to you – employee HR portals, internal emails, and team meetings where you can field questions and respond to individual needs.

Consider updating or reissuing employment contracts when you accept requests to work remotely. Having software that allows document sharing makes it easier to manage– you can seamlessly make changes in the system and manage signatures and sign-offs.

Do you have the right tools and tech in place?

Remote work doesn’t work if you still depend on pen and paper. Having the digital tools, processes, and infrastructure in place to support remote work is just as important as having a place to work.

First of all, you’ll need a knowledge hub. That is to say, a cloud-based location where employees access resources and tools relating to their jobs, wherever they’re based. For many, this is as simple as using Microsoft 365 or Google Drive to store and share information for others; it’s a comprehensive Human Resources Information System (HRIS).

You may also need to upgrade your communication channels. If you’ve relied on office osmosis in the past, that won’t do for remote workers. Establish clear channels for communication and be sure to cover asynchronous (instant messaging or email) and synchronous (video calls or in-person meetups) communication methods.

Spend some time considering your security approach, too. It’s much easier to manage devices tied to a specific location, and implementing remote work might require you to invest in additional security software to protect individuals and the company.  Be specific about where and how company devices can be used, and if employees are using personal devices for work purposes, make sure you offer guidance here, too.

In your effort to support remote workers, don’t miss the obvious: giving employees access to the tech and tools they need to do their jobs. Set up accounts, log-ins, and profiles before your employees start remote work – so time isn’t wasted chasing access.

Are you protecting connections?

Remote workers aren’t antisocial – there are countless reasons why people may choose remote work over office-based work. For some people, remote work is more accessible. It allows them to manage a chronic illness or disability, supports parents who need to balance work and childcare, and may be the preference for neurodivergent people who require specific environmental adjustments. In short, it’s a practical accommodation in line with DEI strategies.

That’s not to say you should stop socialising and connecting with teams in person. One option is having a quarterly away day or social event where individuals can reaffirm bonds with colleagues. Some remote-first companies set up ‘workation’ trips, where staff gather to socialise, strategise, and complete team-building activities.

These events don’t have to be grandiose – a team lunch and in-person coworking session every month can be enough to help personnel connect. It takes time for individuals to adjust to remote working, so ensuring there’s support and opportunities to strengthen social bonds is essential.

Give serious thought to employee wellbeing, too. Remote working can be isolating if individuals don’t have systems and support. You could assign a remote work wellbeing ambassador to check in with individuals who’ve adopted remote work. You could also support workers in building daily schedules and managing workloads since establishing if people are overworking is challenging when they’re not physically present.

Don’t be disheartened if remote work doesn’t work for your company right away. It takes time and heaps of trust to make distributed teams effective. Keep checking in with your employees and take inspiration from the companies adopting a remote-first approach successfully. If you want to secure the best talent and provide for your people’s unique needs, offering remote work can be a positive step towards that.

About HRLocker

HRLocker is a cloud-based HR software solution that manages the entire employee lifecycle. HRLocker’s SaaS solution makes the management of office-based, remote, and distributed workforces possible.

Crystel Robbins Rynne, Chief Operating Officer

Crystel has worked with HRLocker since its inception. As COO, she is responsible for maintaining and driving operational results within the company.  She is part of the executive management team, an employee experience advocate and host of the popular HRLocker podcast.

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