Working from home can offer employees greater flexibility, but it can also create challenges for mental health, workplace safety and the boundaries between work and home life.
Employers still have work health and safety (WHS) responsibilities when employees work remotely. Supporting wellbeing means more than encouraging people to take breaks or stay connected. It also means considering how work is designed, whether employees have the support they need and whether risks are being managed effectively.
Here are practical ways to help maintain a mentally healthy and safe workplace when employees work from home.
1. Establish healthy routines and boundaries
It’s important to find a way to demarcate between work and home life. As much as possible, employees should maintain consistent working hours, take regular breaks and have a clear signal to switch off at the end of the workday.
Managers can help by setting reasonable expectations about availability, response times and after-hours contact. They should also consider whether workloads can realistically be completed within usual working hours.
The Fair Work Act 2009 (Cth) includes a right to disconnect, which allows employees to refuse to monitor, read or respond to work-related contact outside their working hours unless their refusal is unreasonable. This applies to employees of both small and larger businesses, although the commencement dates differed.
Employers should make sure managers understand these obligations and that expectations about after-hours contact are clear. The right to disconnect does not prohibit all out-of-hours contact, and whether an employee’s refusal is unreasonable depends on the circumstances.
Flexible working arrangements can be valuable, but flexibility should not mean employees are expected to be available at all times.
2. Support employees with caring responsibilities
Working from home does not necessarily make it easier to balance work and family responsibilities. Employees may be managing school commitments, caring responsibilities or unexpected changes at home alongside their usual workload.
Encourage open communication about work priorities and any support or flexibility an employee may need. Managers should be realistic about what can be achieved and avoid making assumptions about an employee’s availability simply because they work from home.
Eligible employees may also have rights to request flexible working arrangements under the Fair Work Act 2009 (Cth). Employers should understand their obligations and consider requests in accordance with the law.
3. Encourage fresh air, movement and regular breaks
Replace some of the movement associated with commuting or moving around an office with walking breaks and simple exercises. A short walk outside, stretching between tasks or stepping away from the computer can help break up long periods of sedentary work.
Employers can support these habits by encouraging reasonable breaks and ensuring workloads allow employees to take them.
However, individual wellbeing strategies should not be used as a substitute for addressing excessive workloads, unreasonable deadlines or other workplace risks.
4. Keep employees connected and supported
Humans are social beings. Whether or not employees consider themselves introverted or extroverted, staying in touch with colleagues and maintaining positive workplace relationships can support wellbeing.
Managers should make regular check-ins part of their routine. Video conferencing can help teams stay connected, but a phone call or another communication method may be more suitable for some employees.
Managers may need to be clearer and more explicit when communicating expectations and feedback remotely. They should also be empathetic about what employees are managing at home and make it easy for people to raise concerns.
Read Managing conflict in remote or hybrid teams >
5. Identify and manage psychosocial hazards
Working from home can introduce or increase psychosocial hazards, including:
Social isolation and inadequate support.
Excessive job demands and unreasonable time pressures.
Limited control over how work is performed.
Unclear roles, expectations or responsibilities.
Bullying, harassment or other harmful behaviours.
Poorly managed changes to working arrangements.
Under applicable WHS or occupational health and safety (OHS) laws, employers must manage work-related health and safety risks, including relevant psychosocial risks. The specific legislation and requirements depend on the jurisdiction.
This means employers should not rely solely on employees to manage their own stress. They need to consider how work is organised, consult with workers about potential risks and take reasonably practicable steps to eliminate or minimise those risks.
Practical measures may include reviewing workloads, clarifying responsibilities, improving access to support and making sure employees know how to report concerns. Employers should also review working arrangements when circumstances change or new risks emerge.
Read Mentally Healthy Workplaces: Meeting Your Legal and Leadership Obligations >
6. Consider physical safety when employees work from home
A home working environment can present physical risks as well as psychosocial ones. These may include poor workstation setup, inadequate lighting, trip hazards, unsuitable equipment or electrical safety issues.
Employers should consult with workers about their work environment, provide relevant information and consider what equipment or adjustments are reasonably required to support safe work.
Employees should know how to report hazards, incidents or changes that could affect their health and safety. Employers should also consider emergency arrangements and whether workers have suitable equipment and support to perform their roles safely.
The aim is not to assume every home is the same or to conduct unnecessary inspections. It is to identify relevant work-related risks and take appropriate action to manage them.
7. Recognise that home may not be a safe environment for everyone
For some employees, home may not be a safe place. Family and domestic violence (FDV) can affect an employee’s safety, wellbeing, concentration and ability to work.
Family and domestic violence is a workplace issue. Employers need to understand relevant employee protections, confidentiality obligations, paid FDV leave entitlements and flexible working arrangements.
The Fair Work Act 2009 (Cth) provides eligible employees with workplace protections relating to family and domestic violence, including access to paid FDV leave. Employers must also comply with applicable WHS or OHS duties where risks may affect employees working from home.
Managers and support staff should understand how to respond safely, confidentially and appropriately when concerns are raised. Employers should avoid making assumptions about an employee’s home circumstances and ensure people know how to access appropriate support.
Read FDV may be affecting your employees >
8. Know when additional support may be needed
Regular conversations can help managers identify when an employee may be struggling. Warning signs should be taken seriously, but managers do not need to diagnose or resolve an employee’s personal circumstances themselves.
Listen without judgement, discuss appropriate workplace support and explain what assistance is available. Depending on the circumstances, this may include an employee assistance program (EAP), adjustments to work or referral to an appropriate support service.
An EAP can provide employees with access to confidential professional support. It should complement, rather than replace, the employer’s responsibility to address workplace risks.
Read What is an Employee Assistance Program (EAP)? >
Supporting a safe and mentally healthy remote workforce
Working from home arrangements need ongoing attention. Regular communication, realistic workloads, appropriate equipment and access to support can help employees work safely and maintain their wellbeing.
Employers should also be prepared to identify and address psychosocial hazards, respond appropriately when concerns arise and review arrangements when circumstances change.
For tailored, confidential HR support, contact Workplace Plus today.
