The research, based on responses from 398 organisations across different sectors, shows that while flexible working is now the norm across the UK, there is a disconnect between employee expectations and business delivery.
This gap starts at the top. Senior leaders continue to question the benefits of flexible working, while a lack of training among managers on flexible working practices and options, is often stopping employers and employees reaching a mutually beneficial arrangement.
In ‘Next Steps to Make Work Pay’ the Government says that it will make flexible working the default, however, the actual changes in the Employment Rights Bill provide that employers can still refuse a request for flexible working on one of the existing grounds. Regulations are expected on what steps an employer needs to take to consult with an employee about their request.
A leadership disconnect
- While 44.8% of senior leaders actively practice and promote flexible working, scepticism among employers persists. 28.9% of respondents said that senior leaders do not appreciate the benefits of flexible working and 13.9% of senior leaders are indifferent to flexible working. These attitudes are creating a disconnect between leadership and employees on the value and execution of flexibility.
- More than a quarter of respondents (28.9%) stated that some senior leaders do not appreciate the benefits of flexible working and value presence over flexibility.
A gap to close with managers
- Despite rising demand for flexible working, 31.8% of organisations do not train line managers in flexible working practices despite them being key to the success of flexible working arrangements.
- Only half (52.1%) of organisations reported encouraging managers to discuss flexible working arrangements with candidates at the recruitment stage.
A shift in adoption over time
- Flexible working is the new normal, with 99% of organisations offering it.
- However, hybrid working as an option has declined slightly from 93% adoption in 2022 to 85.5% in 2024, signalling a slight reversal in employer policies. Hybrid working is not without its challenges, with team collaboration and managing perceptions of fairness being the main issues (cited by 54% and 53.7% of organisations respectively).
- Compressed hours on the other hand are rising, now offered by nearly half (48%) of businesses, with larger organisations leading adoption at 68.4%. This is against the backdrop of ongoing discussions around the benefits of a 4-day working week continuing to gain ground, and a new trial starting this month.
The legal right to request
- Despite the introduction of the legal right to request flexible working from day one in April 2024, only 18.2% or organisations reported seeing an increase, surprisingly the majority of requests coming from employees who had been at the organisation for over two years, rather than new employees.
Sheila Attwood, Senior Content Manager, Data and HR Insights at Brightmine, says, “The practice of flexible working has evolved over the last two decades. Long gone are the days of eight-hour, office-based days for most employees. However, with high-profile organisations issuing return to office mandates, senior leaders are in danger of losing out on key talent.
“A common misconception is that flexible working is an employee benefit that comes at a cost to the employer because employees are less productive when they work flexibly. In reality, organisations that offer flexible working enjoy huge business benefits.
“Flexible working is one of the most effective approaches to enhancing employee satisfaction, which ultimately benefits businesses by fostering increased productivity. Furthermore, flexibility significantly contributes to cultivating a more inclusive workplace environment.
“Changes in the law may lead to more flexible working requests and more employment tribunal claims where there will be greater scrutiny of an employer’s refusal. In preparation HR teams should review how their organisation handles flexible working requests.
“It is important for employers that are embedding flexible working into their organisation to monitor that certain groups are not being favoured over others. For example, an employer may face perceptions of unfairness and a backlash if it allows administrative staff to work flexibly while frontline workers who must be physically present are denied any flexible working options. Employers should consider alternatives and talk to people about their preferences - for instance, if hybrid/remote working is not feasible for frontline staff, what about other forms of flexibility, such as flexitime or shift-swapping? Offering compromises like this will lead to higher levels of engagement and productivity and improved business outcomes.”
