Managing remote employees has become a reality for many businesses, including home furnishings retailers. What started as a temporary measure during the pandemic has evolved into standard practice, with some employees working fully remote, others in a hybrid model, and some still on-site. For retailers balancing in-person sales teams with remote office staff, the challenge is finding the right policies to maintain productivity, foster accountability, and navigate legal obligations. Whether you’re considering hiring a remote employee for the first time or are reevaluating your current remote work structure, understanding the best practices for managing remote staff can help keep your business running smoothly.
It is probably safe to say that many companies have struggled with the balancing act of in-person versus remote work. Some organizations have chosen to go fully remote, saving on expensive leases and other overhead. Others have tried to rally the workforce to return full-time in person. Many businesses have implemented a hybrid model, with some employees working fully in person, others working fully remote, and some, like me, who do both. Regardless of your business protocols, some level of remote work will remain a reality for many businesses in 2025. Whether you have one random employee working offsite or an entire workforce, managing remote employees presents practical and legal challenges.
One Size May Not Fit All
I often consult clients who wrestle with permitting some employees to work remotely and requiring others to be physically present at the worksite. The fear is that policies applied inconsistently may be subject to attack. That fear may be justified.
Keep in mind, though, that most employers do not apply their rules, wages, or benefits consistently across every employee in the company. We may give better employees raises and promotions. We may provide different benefits to management. And we have various policies and procedures for different areas of operation. As long as these decisions do not unlawfully create a disparate impact on employees of a given race, gender, age, or sexual orientation, for example, we are allowed to make good-faith business decisions that affect employees differently.
Consequently, it may make practical sense to allow certain employees to work remotely while requiring others to be on site. For example, a receptionist who greets guests may have to be physically present to do so. Managers who oversee a manufacturing line most likely must physically report as well.
But there may be office employees who can work from anywhere. You may have retail operations in Los Angeles, but have someone managing your social media who lives in Virginia. You may have a warehouse in Phoenix, but your AP clerk works in Des Moines. Some work conditions work differently for employees with different job functions.
We have learned since the pandemic that circumstances are subject to change. You may have in-person offices, but decide to take them fully remote. And you may also decide to have remote employees return to the office. Contents may shift during flight. Be transparent with your workforce, especially upon hire, if you want to reserve your right to pivot accordingly.
Also, if an employee is hired to work remotely or in a hybrid situation and that situation is not working with them, communicate this as well. Warn them that they may need to report in person to receive more supervision if their performance fails to improve. In most circumstances, working remotely is still a perk. Before earning your trust, you may wish all new employees to start in person. You may recall a formerly remote employee working in person if their performance warrants it.
How Do I Know if My Remote Employee is Working?
My answer to anyone who asks this question is this: Are your remote employees getting their work done? Of course, a certain level of trust occurs when we permit employees to work out of our sight. But we don’t always have eyes on our employees, even when working in person. They could be shopping online or texting their friends.
The focus should be on work performance. Are they turning out an acceptable level of work product in an appropriate amount of time? Are they responding to your calls and emails in a timely manner? We should not need to micromanage our employees to determine if they are executing. If they are not performing, hold them accountable. That rule is consistent for employees wherever they work.
And if an employee continues to struggle, you may need to require them to work in person. As I said above, if a remote employee cannot work independently, then something must change. Maybe they cannot continue to work remotely, or maybe they cannot continue to work for you.
Legal Issues Surrounding Remote Workers
There are a few employment law issues that impact our remote employees.
First, if employees are working from home, even part-time, they are shouldering some of the business overhead. The employer should reimburse them for the out-of-pocket cost of using their own devices, wireless and internet plans, and even electricity. The amount of the stipend can vary, depending on the circumstances. However, there needs to be some payment (such as in the California Labor Code section 2802).
Next, you need to have a proper way to track time and ensure that all non-exempt classified employees take breaks. While many employers dwell on the concern that employees are not adequately working while they’re on the clock, the reverse is often true. Remote employees are often tempted to keep working even when off the clock. It is easy to return a message, send a quick email, or respond to a call, especially when all this can be done from their phones. We must set boundaries while managing remote employees and ensure they are paid for their time whenever they work.
Also, remember that employment laws dictate where the employee is performing work, not where your business is based. Suppose you have an operation in Orange County, California, but you have a remote employee living in Los Angeles. In that case, you need to provide sick leave based on the city of Los Angeles ordinance, not based on California law. And other states have even different rules. Illinois, for example, requires two weeks of paid time off.
Finally, there are occasions when employees may request to work from home as a disability accommodation. Providing reasonable accommodations to disabled workers is a subject left for another article.
Navigating the complexities of managing remote employees may feel daunting. Still, home furnishings retailers can effectively maintain a productive and engaged workforce with clear communication, consistent policies, and a focus on performance. As the retail landscape evolves, flexibility will remain a valuable asset, whether allowing some employees to work remotely, requiring others to be on-site, or adjusting as business needs change. Ultimately, the key is creating a structure that aligns with your business goals while supporting your team, regardless of where they work.
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