Optimising Working From Home in Local Government and the Public Sector: A Practical Guide for Employers and Employees

Working from home has become the public sector’s favourite battleground a lightning rod for political posturing, cultural anxiety, and managerial nostalgia. And nowhere is that tension sharper than in local government, where workforce expectations, public scrutiny, and operational reality collide on a daily basis.

For some leaders, hybrid working represents progress: a modern, flexible, digitally enabled way of delivering services. For others, it’s a symbol of decline a belief that productivity, culture, and commitment are somehow evaporating because staff aren’t physically visible at a desk.

Meanwhile, employees are caught in the crossfire. They’re delivering complex services, managing rising demand, absorbing political pressure, and doing it all while navigating a debate that often treats them as the problem rather than the people keeping the system afloat.

And the data? It tells a story that’s far less dramatic and far more inconvenient than the headlines. Fully remote models have collapsed. Hybrid working has dipped. Return‑to‑office mandates are already making recruitment harder. And yet, despite all this, the sector still hasn’t answered the most important question:

What working model actually helps us deliver better outcomes for residents?

This blog doesn’t romanticise remote work or defend the office out of habit. Instead, it cuts through the noise with evidence, workforce insight, and a clear‑eyed look at what genuinely works for local government and the public sector. Because the future of public service won’t be shaped by slogans it’ll be shaped by leaders willing to design working arrangements that are intentional, fair, and fit for purpose.

The State of Remote and Hybrid Working in Local Government and the Public Sector

Local government and the public sector have undergone one of the most significant shifts in working patterns in their history. While remote working surged during the pandemic, the long‑term picture is more nuanced.

Key trends

• Hybrid working remains common, with 27% of UK workers using hybrid arrangements.

• Around 13% of workers are fully remote, though this varies significantly by role.

• The UK has the second‑highest adoption of hybrid working globally, averaging 1.8 remote days per week.

• Local government and public sector organisations are increasingly mandating office attendance, with over half now requiring employees to be fully office‑based.

This shift back to the office is driven by concerns about collaboration, culture, and data security but it comes with consequences. As Unit4 warns:

“If local government and the public sector want to attract the best candidates, they must be willing to adapt or find alternative solutions.”

The House of Lords inquiry into home‑based working reached a similar conclusion: hybrid working offers benefits, but there is no ‘one size fits all’ model, and productivity impacts vary widely.

Why Working From Home Matters for Local Government and the Public Sector

Recruitment and retention

Local government and the public sector face well‑documented workforce challenges. Flexible working is now a major differentiator in a competitive labour market.

• Nearly a quarter of organisations report recruitment difficulties linked to return‑to‑office mandates.

• Remote‑first employers in the private sector report surges in applications Employment Hero saw a 300% increase after adopting remote‑first policies.

For councils competing with private‑sector salaries, flexibility is no longer a perk it’s a strategic necessity.

Productivity and performance

The evidence on productivity is mixed but not negative.

• The House of Lords inquiry found no consistent productivity gains or losses from hybrid working.

• Remote working increases labour market participation, especially among parents and disabled people.

• A 2024 survey found 67% of fully remote workers rate their productivity as high, compared with 54% of hybrid workers.

Wellbeing and work–life balance

Wellbeing is a critical factor in public service performance.

• Remote workers report better work–life balance, with 59% saying they have time to relax.

• Risks include blurred boundaries, over‑working, and isolation if not managed well.

As Nuffield Health’s National Mental Health Lead puts it:

“Flexible working often leads to higher efficiency. Employees can work during their most productive hours, resulting in better‑quality outputs.”

How Local Government and Public Sector Employers Can Optimise Working From Home

Set clear expectations and outcomes

Ambiguity is the enemy of effective remote work. Local government teams thrive when expectations are explicit not implied, assumed, or left to interpretation. Many councils still rely on legacy performance cultures built around visibility rather than value, and this is where remote working exposes organisational cracks.

Clear expectations aren’t just about KPIs. They’re about:

• Defining what good looks like for each role, not just what “busy” looks like

• Agreeing communication rhythms so teams don’t drown in meetings

• Setting boundaries around availability so staff aren’t “always on”

• Creating shared norms for hybrid days, collaboration, and decision‑making

When expectations are clear, remote work becomes a productivity multiplier. When they’re not, it becomes a source of friction, frustration, and mistrust.

Invest in digital infrastructure

Digital capability is the backbone of remote work and this is where local government often faces the steepest climb. Ageing systems, inconsistent device policies, and patchy connectivity can turn even the most motivated workforce into a team battling their own tools.

Optimising remote work means:

• Ensuring secure, reliable access to systems without labyrinthine login processes

• Standardising collaboration tools so teams aren’t juggling five platforms

• Providing assistive technologies for neurodivergent and disabled staff

• Offering ongoing digital skills development, not one‑off training

Digital transformation and flexible working are not separate agendas. They are mutually reinforcing. Councils that treat them as one integrated programme see the biggest gains in productivity, morale, and service quality.

Support managers to lead hybrid teams

Hybrid leadership is a skill and one that many managers were never trained for. Local government often promotes people for technical expertise, not people leadership, and the shift to remote work has exposed that gap.

Managers need support to:

• Move from supervision to coaching

• Build trust without micromanagement

• Spot early signs of burnout or isolation

• Run meetings where remote staff aren’t “dial‑in spectators”

• Create psychologically safe spaces where staff can speak openly

The best hybrid managers are those who understand that leadership is no longer about proximity it’s about clarity, empathy, and consistency.

Protect wellbeing and boundaries

Wellbeing isn’t a “nice to have” it’s a performance issue. Remote work can improve wellbeing, but only when organisations actively protect it.

Councils can:

• Encourage micro‑breaks and movement

• Promote a right to switch off, especially in high‑pressure services

• Offer mental health support tailored to remote workers

• Provide ergonomic equipment or allowances

• Normalise conversations about workload and capacity

Without this, remote work can quickly slide into overwork, presenteeism, and burnout especially in services where demand is relentless.

Maintain fairness and inclusion

Remote work can widen inequalities if not managed intentionally. Some staff have home environments that support focus; others don’t. Some roles adapt easily to remote work; others require physical presence.

Fairness means:

• Ensuring remote staff have equal access to development

• Avoiding “in‑office privilege” where visibility drives opportunity

• Designing hybrid patterns that reflect service needs, not personal preference

• Being transparent about why certain roles require more office time

How Employees Can Optimise Their Working From Home Experience

Create a dedicated workspace

A dedicated workspace isn’t about aesthetics it’s about cognitive separation. Even small adjustments can dramatically improve focus and reduce stress. Staff who carve out a defined workspace report higher productivity and lower emotional fatigue.

Establish routines and boundaries

Remote work blurs lines. Without intentional routines, the day can stretch endlessly.

Helpful habits include:

• Starting the day with a consistent ritual

• Taking breaks away from the screen

• Ending the day with a “shutdown routine”

• Setting personal rules around notifications

These small behaviours create psychological separation between work and home essential for long‑term wellbeing.

Communicate proactively

Remote work rewards clarity. Employees who communicate proactively tend to experience fewer misunderstandings, fewer delays, and stronger relationships with colleagues.

This means:

• Sharing progress updates before being asked

• Flagging risks early

• Using video calls strategically, not excessively

• Being explicit about availability

Proactive communication builds trust the currency of hybrid teams.

Prioritise wellbeing

Remote workers often push themselves harder than they would in the office. Without the natural pauses of office life, the day can become a continuous stretch of cognitive load.

Employees can protect their wellbeing by:

• Scheduling movement

• Staying socially connected

• Using support services

• Being honest about capacity

Wellbeing isn’t an individual responsibility but individuals do have agency in shaping their own patterns.

Keep developing professionally

Visibility in hybrid environments comes from contribution, not presence. Employees who continue to invest in their development remain adaptable, confident, and connected.

This includes:

• Seeking out training

• Volunteering for cross‑team projects

• Sharing learning with colleagues

• Building networks across the organisation

Remote work shouldn’t stall career progression but it can if development isn’t intentional.

Balancing Organisational Needs and Workforce Expectations

This is where the real challenge lies. Local government and the public sector must balance:

• Political expectations

• Service delivery requirements

• Workforce wellbeing

• Recruitment and retention pressures

• Digital transformation goals

The debate is often framed as a binary remote vs office but the reality is far more complex. The question isn’t where people work. It’s how they work, why they work that way, and what outcomes the organisation is trying to achieve.

The evidence suggests:

• Hybrid working is here to stay

• Productivity concerns can be addressed through better coordination

• Recruitment and retention increasingly depend on flexibility

• Wellbeing must be actively supported

• Digital transformation and workforce transformation are inseparable

A Practical Framework for Public Sector Leaders

To optimise working from home, leaders can use this simple framework:

1. Purpose

What work genuinely requires in‑person collaboration? What work doesn’t?

2. People

What do staff need to perform at their best emotionally, practically, and professionally?

3. Process

How will communication, decision‑making, and performance management work in a hybrid environment?

4. Place

What is the role of the office? Collaboration? Culture? Creativity? Something else?

5. Performance

How will outcomes be measured fairly across remote and office‑based staff?

This framework helps leaders move beyond ideology and towards intentional design.

Conclusion: The Future of Work in Local Government and the Public Sector

Working from home is no longer a temporary fix it’s a strategic workforce tool. Local government and the public sector stand to gain from embracing flexible models, but only if they are implemented thoughtfully, supported by strong digital infrastructure, and grounded in trust.

The data is clear: flexibility improves wellbeing, supports recruitment, and can enhance productivity when done well. But it requires intentional design, not drift. As one sector leader put it:

“The people aspect of digital transformation should never be underestimated.”

The future of public service work will be shaped not just by technology, but by how organisations choose to support the people who deliver it. Councils that embrace this reality will build more resilient teams, more attractive workplaces, and more sustainable services.