Flexible working has moved from the margins to the mainstream. What was once seen as a perk is now a common expectation – particularly since the pandemic proved that many jobs can be done differently.
But flexibility isn’t one-size-fits-all. What works in one organisation – or even one team – might not suit another. So how can employers offer genuine flexibility while staying legally compliant, culturally cohesive, and just as productive?
Let’s break it down.
The Demand for Flexibility Is Clear
Employees clearly value flexibility – but access remains mixed.
As of early 2025, the Office for National Statistics reports that 28% of UK workers are engaged in hybrid working. That shows growing uptake – but also a significant number still tied to traditional models1.
This gap presents both a challenge and an opportunity.
Offering flexible options can improve recruitment, retention, and employee wellbeing. But rolling out the wrong type of flexibility – or applying it inconsistently – can backfire.
Compressed Hours: The Good and the Tricky
Compressed hours allow employees to work full-time hours over fewer days – for example, 37 hours across four days, giving staff longer weekends without cutting pay.
Done well, it can boost focus and reduce burnout. But it does mean longer workdays, which can be tiring – especially in people-facing roles. Plus considerations need to be given to the operational needs of the organisation (i.e. customer demands/contact, service offered under contract).
Legally, employers still need to comply with the Working Time Regulations 1998, ensuring staff don’t work more than 48 hours per week (unless they opt out). Breaks and rest periods must also be protected.
Four-Day Weeks: A Bold Option
Interest in four-day weeks – without a reduction in pay – continues to grow. The UK’s largest pilot scheme saw over 60 companies reduce hours and retain productivity. After six months, 92% continued with the model, citing improvements in wellbeing, retention and output2.
But it’s not a quick fix. Succeeding with fewer hours means redesigning workflows, improving meeting discipline, and having clear performance measures. Equally not all organisations are able to support this based on their offering.
The key is to trial changes carefully and adapt based on team feedback. It’s not about being radical – it’s about being smart. Assess your organisation, people and your stakeholder needs!
Flexible Working Requests: The Legal Angle
From April 2024, UK workers have the right to request flexible working from day one of employment. Flexible working can range from working staggered hours, working remotely, or a hybrid approach, to part time work, or job sharing. Employers must respond within two months and may only decline for specific business reasons – such as cost or impact on customer service.3
This legal shift means policies need updating – but it’s the mindset that really counts. Flexibility should be part of culture, not just compliance.
Make It Work for Your People
Flexibility works best when it’s shaped around people, not just policy. That means:
- Listening to what employees actually need
- Providing clear guidelines to avoid inconsistency
- Training managers to lead with trust
- Testing and refining flexible models as you go
Culture and communication matter as much as contracts. A policy on paper won’t land well if the lived experience doesn’t match.
Final Thought
Flexible work is here to stay – but getting it right takes thought, effort, and leadership. Whether you’re considering compressed hours, a four-day week, or another hybrid approach, it’s vital to balance operational needs with employee experience.
If your organisation is exploring flexible working or wider cultural transformation, now’s a great time to get expert support. Our team specialises in engagement, policy, and shaping modern workplace cultures – and we’re here to help you make it work.
