Should You Allow Off-Site Employees? What Every Practice Owner Needs to Know

Routinely, I’m asked a question about off-site employees. It usually stems from one of two situations. First, an existing employee who has worked inside the practice now wants to work remotely. Second, a potential new hire who could fill a need for the practice is only interested in working off-site.

I completely understand why owners and managers entertain this idea. In theory, it sounds flexible, progressive, even cost-saving. And while I’m not 100% against it, I’ve seen too many scenarios where it turns out to be a poor outcome—and sometimes, a very bad one.

If you’ve ever considered saying yes to this arrangement, here are a few critical factors to evaluate before making the decision.

1. Is This Individual a Self-Starter?

The very nature of being off-site demands a higher level of accountability and drive. You must have confidence that the individual will put forth equal or greater effort working from home as they would in the office. Without that, productivity suffers, and you’ll spend more time chasing performance than benefiting from it.

2. What Is the Plan for Communication?

There’s an old saying: “Out of sight, out of mind.” In a workplace, that translates into the dangerous assumption that nothing is being done. Left unchecked, it breeds suspicion and resentment among teammates.

This means an off-site employee must over-communicate. They need to report what they’re doing, what results they’re achieving, what issues they’re encountering, and even suggestions for improvement. If they don’t, you risk a breakdown in trust that can quietly poison your culture.

3. Who Oversees Outcomes and Teamwork?

One of the most common points of failure is the lack of clear oversight. Who tracks the off-site employee’s performance, teamwork, and contributions? Without defined accountability, expectations slip, frustrations mount, and outcomes decline.

4. Does This Role Require Office Presence?

Some jobs work better in the office—period. We learned over the last five years that a lack of face-to-face interaction comes with major downsides. Communication is a cornerstone of successful teams.

Another overlooked element is cross-training. Much of it doesn’t happen through structured sessions but through spontaneous, impromptu moments—employees listening, observing, and absorbing from one another. Remote setups eliminate that learning.

The Bottom Line

At the end of the day, the biggest and overriding factor you must evaluate is this: Does the arrangement work for you and your practice?

If the answer is no, then don’t try to force it. You’re better off finding someone who can do the same job in the office. Flexibility should never come at the cost of effectiveness, culture, and results.

Sometimes the hardest—but wisest—decision is saying “this won’t work here.” Leadership is about clarity, not compromise.