The rapid pace of the transition to remote working after COVID-19 has significantly changed the working environment, whilecreating new demands for the well-being of employees. This canincrease burnout, disrupt work-life rhythms, and reduceemotional security without appropriate solutions. On the otherhand, psychological strain often comes from unclear boundaries,a lack of informal support, and feeling alone. This work looks atthe health and well-being of remote workers in Latvia bycombining the Job Demands–Resources (JD-R) model, Work–Life Flow (WLF) theory, and the idea of psychological safety.The research results show that autonomy, empathy from leaders,and a clear communication structure are all important formaintaining well-being. The paper suggests a valuable model thatincludes structural, relational, and rhythmic interventions to helpcreate long-lasting remote work cultures. Also, the paper adds toboth theory and practical advice for institutions trying to figureout how to work in a world after the pandemic