Flexibility Isn’t a Perk — It’s the New Expectation

Written By Liz Tooley

Flexible and hybrid working aren’t going away — they’ve become what employees expect. From compressed hours to remote roles, the definition of how we “work” is shifting fast.

And it’s not just cultural — the legal landscape has changed too. Where employers once only had to consider flexible working in specific circumstances, they’re now expected to accommodate a variety of requests by default, and only refuse with clear, evidence-based reasoning.

In this month’s blog, we’ll look at what flexibility really means in 2025 — and how to handle requests in a way that’s fair, confident, and commercially smart.

How Flexible Working Is Evolving — and Why It Matters More Than Ever

Flexible working has evolved. I am old enough to remember a time when you had to have young children to be eligible for flexible working! In 2009 this extended to parents of 16 years olds, and it wasn’t until 2014 that this right to request was extended to all employees – with 26 weeks service. 2024 saw flexible working become a day one right with employees and we’ll cover this below in a bit more detail.

What Flexible Working Really Looks Like in 2025

 In 2025, it now spans a wide range of arrangements — from adjusted start and finish times to compressed hours, hybrid office/home models, term-time-only contracts, annualised hours, job sharing, and more.

What began as a response to lockdowns has become a permanent shift in how, when, and where work gets done.

Employee Expectations Have Shifted

Flexible working has moved from being a perk to a priority. Over 60% of UK workers say they would consider leaving a job if flexibility wasn’t offered. For younger employees, it often matters more than salary — and many now ask about flexibility before even accepting a role.

Employers who don’t adapt will risk not just turnover, but also slower, more expensive hiring. Flexibility has become a core part of an organisation’s offer — not an optional extra.

And remember, for many people, flexible working isn’t just convenient — it’s essential. It’s especially valued by:

  • Parents and carers

  • Neurodivergent employees

  • People managing long-term health conditions

  • Those recovering from burnout or fatigue

As such, supporting flexibility also supports Gender equality, Disability inclusion and Employee wellbeing

Handled well, flexible working becomes one of your most powerful tools for inclusion and retention.

One size doesn’t fit all.

While flexible working has huge benefits, it’s important to remember that it doesn’t always work in the same way for every industry. For example, working from home simply isn’t an option if you’re a shop assistant, a delivery driver, or a postie — these roles rely on being physically present to serve customers or carry out essential tasks. But that doesn’t mean flexibility is impossible; it just needs to look different. Options like flexible shift patterns, job sharing, compressed hours, or more input into when breaks are taken can all help people feel more in control of their time, even in hands-on, customer-facing roles. The key is finding practical ways to build in choice and balance, wherever you work.

The Legal Framework: What Employers Must Do

As of April 2024, all employees in the UK have had the right to request flexible working from day one of employment.

Employers must:

  • Respond within 2 months

  • Allow 2 requests per year

  • Consult before refusing a request

  • Base refusals on one of eight valid business reasons

This means that flexibility is no longer something employers can decline without thought. Refusals must be well-documented and genuinely justifiable. Don’t just selection one of the reasons for refusal and see if you can make it fit; you need to provide the employee with full reasons as to why this request isn’t viable.

Flexible Working – A strategic advantage

Flexible working isn’t just about wellbeing — it’s about working smarter. When employees request flexibility, the may be highlighting better ways of working that still meet business needs. Ignoring those ideas means missing out on potential gains in efficiency, engagement, and innovation.

It’s also not an all-or-nothing decision. Even small-scale pilots — like compressed hours for one team, or summer flexibility in quieter periods — can reveal what’s possible and build trust. These trial runs often lead to stronger engagement, higher productivity, and more sustainable practices across the board.

Looking outward is equally important. What’s working in your industry? What expectations are candidates bringing to interviews? And how do those match up with what your clients value most?

What should you be looking to do?

We’ve set out a few action points that you may find useful:

  • The 9–5 isn’t sacred. Start with a blank canvas — explore what truly works, then build from there.

  • Review your flexible working policy. Is it up-to-date, inclusive, and practical for how people live and work in 2025?

  • Source training / guidance to make sure line managers understand the process, know the legal expectations, and feel confident having fair, consistent conversations.

  • When you receive an application if your first thought is ‘I’m not sure if this will work’ ask another manager – or us – to sit down and challenge you as to why. This will help you ensure you have considered every angle and haven’t missed a compromise or alternative.

  • Read up on some real life cases that demonstrate what is actually expected of employers

You’ll also find helpful guidelines such as our Managers’ Guide to Flexible Working Conversations and other useful tools in the document library section of our website.

Liz Tooley