My team have a very wide and complex domain of work; essentially we cover all of the domain of public health administration - patient management through to billing through to regulatory reporting, etc, etc. My team can be presenting formal advice for changes to statutory inpatient reporting one day, then troubleshooting a billing algorithm the next day, and then writing a FHIR parser the day after.
In light of this I budget the following time for each of them:
1 hour a fortnight for general chat (what I refer to as temperature taking) to see where each of them are at in terms of morale, etc.
1/2 hour a fortnight for 1:1 catch-up covering administrative requirements (leave, review of metrics, etc, etc).
1 hour a fortnight (1/2 per week) for metric collection and review; are they having trouble with specific elements of their domain, are certain managers, stakeholders, customers, etc, holding things up. Their work tickets vary wildly in complexity and scope so this is the absolute minimum I can spend to know where each person is up to professionally speaking.
1 hour a fortnight for mentoring, training, etc. Generally speaking the more skilled staff will contact me more often to "pick my brain" regarding how to approach certain technical/personnal challenges, how to link data across our datasets, who to contact for advice on this or that regulatory or statutory requirement.
And about half an hour per person, per fortnight reviewing their changes or service requests as I am primary CAB representative for my products - and these items are key outputs of the work they deliver.
So, in essence, four hours per team member per fortnight. Very little hand-holding for such a widely dispersed team, and they remain engaged and focused on their tasks with minimum disruption.