In recent years, the workplace has changed dramatically. What was once a clear distinction between office-based staff and lone workers has become blurred, with millions now working remotely from home or on the move. Today, this combined group of lone and remote workers represents a significant — and often overlooked — portion of the workforce.

In the UK alone, over 6 million people were classified as lone workers even before the surge in home working. Now, with estimates suggesting that nearly half of all office-based roles incorporate hybrid or remote working, the “hidden workforce” has expanded further, bringing new challenges and responsibilities for employers.

Who Are Lone and Remote Workers Today?

Traditionally, lone workers were defined as employees working in isolation without direct supervision — such as care staff, field engineers, delivery drivers, or security personnel. Now, this category includes those working alone from home or remote locations, often disconnected from the informal support structures of the office.

In organisations like the NHS with 1.6 million employees, around 400,000 healthcare professionals still work alone daily. But now countless more employees across industries work from spare bedrooms, kitchen tables, and co-working spaces — effectively becoming lone workers, with similar risks and requirements for duty of care.

The Challenges of Supporting a Dispersed Workforce

The rapid shift to remote working has exposed gaps in systems, processes, and leadership approaches that were historically built around office-based operations. Lone and remote workers often have different needs, tools, and risks than their office-bound counterparts, yet many companies still take a one-size-fits-all approach.

Without the natural interactions and informal conversations of an office setting, company culture can weaken. “Water cooler moments” that once fostered relationships and innovation are harder to replicate in virtual environments. Positive working relationships — essential for productivity and well-being — can suffer when employees feel isolated, undervalued, or disconnected.

Health, Safety, and Duty of Care in a Remote World

An employer’s duty of care extends beyond the physical office. Legally and ethically, organisations must consider the health and safety risks faced by all employees, regardless of where they work. This includes those working from home, who may face risks such as musculoskeletal issues, isolation, stress, and lack of emergency support.

The Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations 1999 remain clear: risks must be assessed, mitigated, and monitored — whether in an office, a patient’s home, or a home office.

Key risks include: – Verbal or physical abuse for customer-facing lone workers. – Mental health issues and isolation among home-based staff. – Lack of immediate support during accidents, medical emergencies, or incidents. – Poor ergonomic setups in home environments. – Inadequate access to equipment, tools, and technology for safe and effective working.

Essential Support Measures for Lone and Remote Workers

Organisations need to move beyond outdated procedures designed for office-only teams and adopt flexible, inclusive systems for today’s hybrid workforce.

Consider these measures:

  • Conflict Management and Personal Safety Training: Especially vital for field-based lone workers but increasingly relevant for remote workers dealing with difficult phone calls or online harassment.
  • Real-Time Risk Awareness Training: Empowering employees to assess unpredictable situations and respond safely, particularly when immediate managerial support isn’t available.
  • Provision of Appropriate Equipment: From ergonomic chairs and IT hardware for home workers to protective equipment for field staff.
  • Technology-Driven Safety Solutions: Mobile tracking and alert systems (with consent) can monitor lone workers’ safety during work hours. Home-based workers may benefit from wellbeing monitoring apps, regular check-ins, and panic alert features.
  • Mental Health and Wellbeing Support: Proactively address isolation and stress through wellbeing programmes, virtual drop-ins, and mental health champions.
  • Cultural Integration Initiatives: Host regular in-person and virtual company events, team days, and cross-functional workshops to connect office-based, remote, and lone workers. Reinforce shared values and celebrate the contribution of all groups.
  • Clear Communication of Policies: Ensure all staff understand the differences in working arrangements, associated risks, and the value each role brings. Visible, inclusive leadership helps remote and lone workers feel seen and supported.

In Conclusion: No One Should Be a Hidden Worker

Whether on the road, in a patient’s home, or working from a laptop in a kitchen, lone and remote workers are a vital part of every organisation. Their voices, needs, and contributions must be recognised in equal measure to those visible in the office.

By modernising duty of care practices, updating risk assessments, and fostering an inclusive culture that reaches beyond the office walls, organisations can improve employee safety, wellbeing, and productivity across the entire workforce.

The “hidden workforce” is now the visible reality of modern work. It’s time to treat it as such.