Alternative work arrangements to traditional, in-person employment with fixed locations and schedules have become increasingly prominent. Among the possible models, telework (or working from home) has emerged as a frequent option for both organizations and workers. However, like any other work model, telework has characteristics that can either enhance or hinder well-being at work, thus requiring appropriate management to foster more positive experiences for employees and to ensure adequate productivity for the organization. This chapter aims to discuss the possibilities for assessment and intervention to promote well-being in home office settings, using as an illustration the case of a female worker, married, mother of two, employed in the administrative sector of a federal agency under statutory employment, who performs her duties in this work modality. Drawing on the job demands–resources theory and the work-home resources model, we will discuss strategies for mapping phenomena such as proactive job redesign and recovery experiences, as well as corresponding intervention possibilities to foster them. Through the case study presented, we hope to contribute by suggesting tools for assessment and intervention aimed at promoting well-being in working from home.