Flexible working: Guidance for people professionals on planning and managing

Flexible working arrangements can be informal or can be formally agreed and operate at an individual, team or organisational level. There are several different types of flexible working, some of which are illustrated below:

Hybrid working

Flexible working is an all-embracing term for various working arrangements including part-time working, compressed hours, term-time working and variable start and finish times. Hybrid work, which rose in prominence after the global pandemic, is now a common but still a relatively new form of flexible work. It describes a specific type of location flexible working and usually involves a mix of office-based and in-person work, although this balance varies from organisation to organisation. 

Hybrid work is popular with employees: it can enable them to reduce their weekly commuting time, improve wellbeing and fit work in around childcare and other caring and domestic responsibilities. Early research into hybrid work has found that it can offer employees the 'best of both worlds', ie, a greater work-life balance while still maintaining social connection and bonds with colleagues.

Under the Employment Rights Act 2025 (ERA 2025) legislation, it is proposed that from 2027 flexible working will become a day one right (meaning employees can ask from their first day of employment), unless it is not reasonably feasible.

Obligations on employers are likely to increase to include:

• a duty to consult with employees, following a specific consultation process, when the employer is intending to refuse a request; and
• a duty to explain why a decision to refuse (for one of the eight statutory reasons) is reasonable.

You can learn more about how to prepare for this by using our checklist.

Responding to flexible working requests

It's vital to follow a fair and consistent process when responding to flexible working requests, in line with any relevant legislation.

Process for responding to requests

All organisations should have a process for responding to formal requests that follows current legislation and the Acas code of practice. Acas has produced an updated code of practice on how to handle requests.

Employers can also make use of the CIPD's guidance outlining how to respond to requests. You may also want to share the CIPD's guide on making a flexible working request with your employees.

Key points

CIPD members can find more information on the law relating to flexible working on our employment law page but the main points to be aware of are that:

• An employee must have employee status to make a request.
• A request for flexible working can be made from the first day of employment.
• Employees can make a maximum of two requests within 12 months.
• Any request must be handled reasonably and fairly, considering the potential impacts (positive and negative) on both parties. A request must be granted unless there is a genuine business reason not to do so (eight statutory business reasons are set out in the Employment Rights Act 1996) such as the inability to meet customer demand if the request was granted, or the burden of additional costs. 
• A request cannot be rejected without the employer first meeting with the employee. All relevant information must be understood by both parties before a decision is made. 
• If an employee seeks a reasonable adjustment for their disability through a request for flexible working, the employer must consider this in line with its legal obligations under the Equality Act 2010. When a decision has been made, the employer must inform the employee in writing without delay (there is a statutory two-month period for addressing requests including any appeals, unless an extension is agreed with the employee). The response letter from the employer should make clear what has been decided and why. 
• Once a formal request for flexible working has been agreed, this should normally be recorded as a change to the employee's contract of employment.

Health and safety

Employers in the UK are responsible for an employee’s health, safety and welfare, even when working from home. Employers need to make sure that employees are knowledgeable about health and safety and that they comply with the organisation’s health and safety policy. Employers may remind staff who are working away from the office as part of a formal or informal flexible working arrangement that they should ensure a suitable and safe environment where they can focus on work. Remind employees that they should continue to comply with your sickness absence policy and report their sickness to their manager when they are sick and unable to work.  

Data protection

Employers should make sure data protection obligations are maintained and employees should still process information in compliance with data protection principles if they are working away from the office environment. Employers should remind employees about home security, confidential information, passwords and document destruction to ensure compliance with relevant legislation. They should make sure employees use any systems set up for remote working to maintain data security.

There are some key policy considerations to be aware of with regard to legal obligations:

• Document rules and requirements in your homeworking or flexible working policy. Make sure these (or associated guidance) address how employees will be supervised, how the organisation and managers will communicate with them and how performance and output will be monitored. 
• Confirm whether any changes are contractual or not. If an employer agrees a formal flexible working request, the employee's contract of employment will be changed. Alternatively, it may be sufficient to make ad hoc and informal arrangements which do not follow the formal process and are not contractual.
• Set out any expectations regarding working time. Will employees need to be available for work during certain hours? Whatever the arrangement, working time regulations should still be complied with, including the working week and daily rest break. Instruct managers to look out for signs of overwork.
• For remote and hybrid workers, set out any expectations about in-person attendance, such as a requirement to attend the workplace for events or on specific days. 
• There is no obligation in the UK for employers to provide equipment necessary for remote work, although employers permitting remote work should do what they can to ensure employees can work productively and safely. It is prudent to list the equipment that will be supplied. Remember that flexible home working and the provision of necessary equipment could be a reasonable adjustment for disabled employees. 
• Employers should confirm in the policy arrangements if the employee is expected to cover the broadband cost (plus heating and lighting) or if the employer will contribute towards these costs and, if so, to what extent. The employer should also confirm any responsibility for repair or replacement if the employee’s IT equipment is used.

When developing or amending flexible working policies ensure that they follow all legal requirements.

UK employers should also follow the Acas code of practice on managing flexible working requests.  

To ensure that policies adapt to new ideas and emerging good practice, schedule a regular review, considering stakeholder and employee views.  

For the organisation

• Retention and recruitment: Flexible working was reported to help with recruiting and retaining a broader pool of talent, reducing recruitment costs (due to lower attrition) and retaining employees’ skills. Being able to recruit and retain employees in this way can lead to financial gains and a potential competitive advantage for the organisation.
• Employee engagement and loyalty: Flexible working can be linked to higher employee engagement, leading to employees being more likely to be flexible for and loyal to the organisation. 
• Positive influence on work performance: Flexible working can increase productivity and quality of work, with employees working more efficiently, and organising and managing their workload better.
• Employees going above and beyond: Employees can feel more motivated to work hard and to give back to the organisation (for example training other staff).
• Avoiding negative employee outcomes: Enabling people to work flexibly can prevent work-related stress, reduce sickness absence, and avoid other negative employee outcomes (such as an inability to manage work and personal life commitments effectively).  
• Workforce in line with needs: Flexibility enables employers to balance their workforce in line with the organisation’s needs.  
• Diversity and inclusion: Flexible working contributes to organisations having a more diverse workforce, inclusive of people from different backgrounds, gender, and so on.  

For the individual

• Health and wellbeing: Having the ability to work flexibly can enhance general wellbeing and have other health benefits. 
• Positive impact on attitudes and relationships: Flexible working can give employees greater control and choice over their work, generate positive feelings about their job and organisation, and create more positive manager-employee relationships. 
• Balancing caring/non-work responsibilities with work: Flexible working allows employees to take on caring responsibilities without having to give up working and helps employees stay in work who might have otherwise had to leave.
• General work-life balance: Flexible working can enable general improvement in work-life balance, reduce commute time and increase time spent at home. 
• Flexibility for life’s emergencies: Flexible working gives employees ad hoc flexibility to deal with emergencies when they arise. 
• Flexibility for life’s interests and commitments: Flexible working allows time to engage in interests outside of work. 

While giving general information on benefits is helpful, it also helps to take a targeted approach and look for hooks and business imperatives that are particularly compelling within your organisation and context. For some organisations, this is about attraction, recruitment, and retention, for example, being seen as an employer of choice in a competitive market or overcoming industry skills shortages. For others, diversity and inclusion is a more compelling reason. 

The key areas to consider when building a business case around flexible work include:

• Being an employer of choice in a competitive market.
• Overcoming industry skills shortages.
• Closing the gender pay gap. 
• Dispelling myths, sharing successes and building communities.

You may find it useful to refer to the CIPD’s checklist for building a business case for flexible working.

Several approaches can gain manager buy-in, some of which are about communication and sharing information, while others are about support and education. 

Communicate benefits

Signposting the potential benefits of flexible working is key to gain manager buy-in. These can include:

• Recruitment and retention benefits: Showing how flexible working can support recruitment and retention and widen the talent pool, particularly when there is a skills shortage in specific sectors or roles.
• Financial benefits: National statistics and measures within the organisation can be used to build the business case for implementing flexible working. Flexible working can also be positioned as a way of ensuring budgets are used more efficiently and staffing is in line with the organisation’s needs.

Share successes 

Examples from those who have successfully implemented flexible working can gain buy-in from managers. This is particularly important for those who have had a previous negative experience of flexible working.

Examples of organisations sharing success stories are available in our flexible working case studies.

Identifying opportunities for flexibility

Organisations can go further than simply handling individual requests for flexibility when they are received. Organisations that wish to use flexible work as a competitive or talent advantage can take proactive steps to identify opportunities for flexible working. This can be at a team level or for the whole organisation. Pilots or trials of different types of arrangements can also help to test potential for flexibility.

Identifying opportunities for flexibility will involve considering job and work design, organisational culture, operational requirements and resources. Specific opportunities that can enable flexibility, as well as support organisational culture, include:

• analysing tasks or roles for time and location flexibility potential
• proactively embracing a team-based approach to designing work, supporting managers to coordinate patterns of availability between team members
• multi-skill or building 'substitutability' between team members to create more flexibility of hours, even in jobs with very specific hours requirements. Look to develop multiple skills and provide training to support teams to fill in and substitute for one another
• when teams need to cover specific hours of service, support managers to engage teams in considering options, exploring alternatives and agreeing and then rostering shifts and working patterns. Trialling new options can also support understanding of their impact
• make it a management responsibility to talk to people about their flexibility needs, eg, at annual review or budget time, rather than reactively waiting for individuals to make requests. Particularly in hours-dependent types of work, this gives people a framework for thinking through the options that work for your organisational needs
• work with managers to build in an understanding of everyone's preferred working patterns. Present this as a discussion opportunity and manage expectations about what is possible. Where the work allows little flexibility of hours across the team, find out what everyone's preferred requirement is - the thing that would make the most difference to them and their lives.
• wherever teams need to share the cover of operating hours, invest in team rostering software and apps that give individuals as much input as possible into their working patterns. Individual input is critical for creating work-life balance in these environments.

Set the organisational culture

Organisational culture and context are essential factors in achieving success when implemetning flexible working. Support from key individuals within the organisation is part of this, with both senior leaders and HR seen as key players.

A range of cultural factors are important for flexible working, for example, having a culture that:

• supports and prioritises flexible working
• encourages listening to employees and making flexible working easy to request
• empowers and encourages employees to seek flexible working
• avoids stigmatising flexible workers
• communicates consistent messages about the value the organisation places on building understanding, awareness and momentum around flexible working.

Provide specific support for managers

Some managers may need additional support to manage flexible workers especially if this is new to them. These activities will also support creating the right culture for flexibility: 

• Help managers learn from other cases of flexible working: Ensure that learning is captured and transferred from the implementation of flexible working elsewhere in the organisation (and beyond), both what has worked well and what has not worked so well, and why, so that managers learn from previous successes and mistakes. 
• Support managers with job design: Help managers think through what flexibility can be provided in jobs/roles that appear more difficult to make flexible; explore the different types of flexibility (hours, location, timing of work); and make sure people are not asked to do full-time jobs in part-time hours.
• Offer formal learning and development: Some aspects of people management, such as performance management, communication or supporting new starters, may need to be adapted for flexible workers. Engage managers about their specific development needs and how they can be met. 
• Make resources and informal training/coaching available: Resources could take the form of practical toolkits, or you could provide training and coaching to help managers understand how to make flexible working work in their team.  
• Provide guidance to managers around flexible working in particular business areas: There may be some areas of the business with roles that are seen as more difficult to make flexible. Specific guidance and training for managers in these areas can help to support them when thinking about transitioning into more flexible ways of working.  

Make use of our flowchart to help you gain buy-in from managers.

You can also refer to our guide for managers on managing flexible working.

There can be challenges in finding tangible ways of measuring the direct impact of flexible working, especially when considering more informal flexible working arrangements. However, some insight can be gleaned from previous CIPD research on how to measure the impact flexible working has on organisations, teams and individuals. These can be grouped as: 

• quantitative measures
• qualitative measures 
• other processes for evaluation.

Numerical information routinely collected throughout the year could be used for evaluation purposes; data could also be gathered specifically to evaluate flexible working. 

Employee surveys

Surveys can be used to measure the impact of flexible working and to look at areas such as wellbeing to see whether flexible working influences these outcomes. Questions might focus on views on flexible working, work–life balance, wellbeing, engagement, and diversity and inclusion. Comparisons to explore the impact of flexible working could include: 

• comparing flexible workers with those not working flexibly 
• comparing data from before and after implementation of flexible working to understand the impact and employee/manager opinion. 

HR and performance metrics 

Measures such as recruitment, staff turnover, sickness absence data, health and safety metrics, KPIs (for example revenue and deliverables), mental and physical wellbeing, and exit interview data, can be used to compare employees who are working flexibly with those who are not. In addition, measuring travel time saved and expenses saved can be useful to calculate, as well as other strategic measures (for example whether flexible working is making a difference to the gender pay gap). Organisations can also look at how well teams meet their project timetables and financial targets. 

Pre- and post-evaluation using flexible working data and other metrics

Collect baseline and post-intervention data on flexible working and other measures to understand how implementation of a flexible working initiative or pilot influences the uptake of flexible working (across different areas of the business) and whether it leads to changes in other outcomes, such as retention and absence rates. For example: 

• before and after measures relating to whether teams were meeting organisational/business needs and targets and monitoring behaviour changes 
• diversity in recruitment and promotions (that is, applications, shortlist and successful candidates) before and after flexible working can be explored
• pulse surveys run before and after a flexible working pilot or initiative can help gather data specifically about it and can be used to seek the views of important stakeholders, such as clients, as well as team members and employees.  

Various types of qualitative data could be used for evaluation. Again, some of these are data that would be gathered routinely, others might be gathered specifically for flexible working evaluation.

Performance reviews 

Depending on the type of flexible working undertaken, the performance of employees working flexibly may be less visible to managers. It is important therefore to ensure that objectives, goals and key performance indicators are properly set and communicated so both parties know how performance will be assessed. They could also be used as a check in on the effectiveness of arrangements.

Continued project/team productivity

Having a continued level of productivity in particular projects or in particular business areas following the implementation of flexible working can be a way of showing that the impact on business outcomes is minimal or positive. In some organisations this could include tangible sales measures/targets or customer service reports; in others it may be more subjective measures of productivity (for example, project outcomes remaining stable). 

Formal feedback from the individual, manager, team and clients 

Gathering employee and manager feedback following a flexible working pilot or initiative is important to understand the impact and learning gained. Gathering feedback from the flexible worker’s team and peer group can help managers and those implementing flexible working to understand whether the flexible working arrangement is impacting on the individual’s output or their team, or if there are challenges to address. Gaining client feedback is another potential measure of impact. 

Ask about impact on culture 

The positive impacts that result from a flexible working initiative may be culture shifts, such as reducing the stigma around requesting flexible working and encouraging the uptake of flexible working. These may be gathered through opinion surveys or more ad hoc feedback. 

Other processes may also be adopted to evaluate the success of and capture learning from flexible working. 

Initial discussions and follow-up check-ins 

Having discussions early on and check-ins allow the manager and employee to create shared understanding of the flexible working arrangements and allow them to talk through any impact on the employee’s workload and performance. 

Capture learning through a trial period 

A trial period can allow both parties to consider whether flexible working is working, what has gone well, and what hasn’t gone well, to capture learning. If there are concerns that flexible working may have a negative impact, a trial gives the flexible worker a chance to find ways to mitigate this. Trial periods can work at an individual level or for a whole team or department.

Case studies 

Gathering case studies can highlight the successes, learnings, risks and benefits. While the evaluation that case studies provide is largely anecdotal, they can show the need for further systematic evaluation and support decisions on measures to be used. You can see some case studies from other organisations in this guide.

Our case study and action learning events research with Affinity Health at Work highlighted a variety of flexible working benefits for both individuals and organisations. Communicating these to employees, managers and leaders can help create momentum and enthusiasm for flexible working.

Steering group 

Having a steering group that meets regularly can help monitor progress as well as enable ownership and explore learning. It can also support conducting a more systematic evaluation. Involve employees from specific groups such as parents, carers or employees with disabilities.  

You can make use of the CIPD's measuring and evaluating the impact checklist to help you assess the impact of flexible working initiatives in your organisation.

Here are some ideas to inspire creative ways to offer flexible working.

Flexible fortnight

A publishing organisation recently introduced 'flexible fortnight', an initiative that aims to encourage employees to trial their ideal flexible working arrangement and encourage the uptake of flexible working across the organisation. Flexible fortnight was based on four options: non-standard start and end times; working from home; reduced working hours; and working from another office. Following the initiative, employees were able to make formal flexible working requests if they wished to do so and data collected from 'flexible fortnight' was to be shared for future learning. 

Team-managed flexible working schedules

A construction company uses a flexible working rota within a project team (16 team members): each week one member of the project team takes ownership for the weekly rota and team members pick a morning where they can come in late or an afternoon where they leave early (flexi-time). The general culture on a project site was described as 'we don’t watch the clock either', so that employees feel they can be flexible if needed.

Flexible bank of nurses

An NHS trust operates an internal flexible 'bank' for nurses. People who do not want a substantive contract, want to choose when they work, or want to be paid weekly instead of monthly, can choose to work as part of the 'bank'. These people are not contracted for particular shifts, they just work when they can work and when the work is available.  

Split shifts and job-shares in customer-facing roles

In a car rental organisation, branches and depots are being encouraged to be creative when it comes to flexible working: for example, implementing split shift options and job-shares. Some branches have deliberately extended their hours to enable more shift working, thereby creating a win-win for both employees and customers. 

Flexibility and homeworking in call centres

A pharmaceutical company offers flexible working in their customer services team, which needs to provide 24/7 support to clients. Customer service employees can pick specific shifts that work for them, such as a mixture of early and late shifts. Some customer service staff are also enabled to work from home, through the use of online portals that provide access to internal and customer systems, allowing them to respond to customer needs. 

This guide is based on two earlier guides; one from 2019 produced in collaboration with Affinity Health at Work and the other from 2021 that was based on the research project Flexible Working: Lessons from the pandemic. 

CIPD members can access these original guides through the knowledge archive.

This guide was created with content and input from Gemma Dale, Senior lecturer, Liverpool John Moores University.