There’s no doubt that flexible working has sparked a new culture of work, giving people the freedom to choose where, when, and how they work.
With the Labour government pledging new legislation mandating the right to flexible working, alongside compressed hours and the ‘right to switch off’, this is now looking set to be entrenched in law.
The legislation is expected to be welcomed by most employees with open arms, with research from the International Workplace Group highlighting the benefits of flexible work on mental wellbeing, motivation and productivity.
But, against a backdrop of economic turbulence and uncertainty, how exactly do organisations navigate such a colossal change to the world of work in a way that ensures continued growth, whilst also retaining their most prized asset – their people?
Flexible working is here to stay
For many employees, flexible working now isn’t just a perk – but a non-negotiable. And employees are willing to walk if this demand isn’t met.
Reluctant to return to the pre-pandemic style of working, our recent research found that four in ten (39%) employees say that being forced to return to the office more than three days a week would lead them to quit their job. This jumps to almost half (49%) of all 16 to 24 year old employees, highlighting how valued flexible working is to younger generations in particular. It’s clear that calls for flexible working are going nowhere.
But adapting to this will come with challenges for organisations of all sizes. Already operating in a difficult economic environment, new flexible working legislation will complicate operations for already stretched businesses.
Coupled with the talk of sanctions for those that fail to implement the legislation effectively, the legislation is also bound to drive nervousness and uncertainty for employers.
So how can businesses effectively navigate this whole new world? And what support is needed from the government to help?
Communication is key
Our research revealed that whilst almost three quarters (74%) of HR decision makers say that they’ve consulted employees on changes to their hybrid working policy, less than half (45%) of employees agree. In addition, a third (35%) of desk-based employees believe that their company has made false promises regarding flexible working.
Not only does this demonstrate a breakdown in communication, but also a breakdown in trust between employers and employees on flexible working, even ahead of any legislative change.
It’s important to recognise that flexible working is not a one-size-fits-all approach, and organisations must make decisions on what their specific policies look like by carefully balancing employee preferences with business needs. It can’t be guaranteed that all decisions made by organisations on flexible working will be a fan favourite.
Whatever shape flexible working policies take, clear and consistent communication with employees will be crucial to successful implementation.
Organisations can’t go it alone
But the onus to implement these new policies can’t, and shouldn’t be, on organisations alone. According to our recent research, a large majority (67%) of UK HR decision makers have stressed that HR-related compliance and regulation is a growing burden. And the new flexible working legislation – alongside other changes the government is set to introduce – looks set to add to their already full plates.
It’s important that the government and policymakers recognise the scale of these proposed changes and the impact they may have for organisations already under pressure. The government should provide clear guidance on what the new legislation means for organisations, and how it should be implemented.
Without this clarity, there’s a real risk of businesses who simply don’t have the resources, or time-poor leaders that lack the capacity to fully execute these policies, being the most vulnerable to costly mistakes and misinterpretation.
Over the coming months, government support and guidance will be crucial to ensuring that flexible working legislation is adopted as seamlessly as possible. Only with this support can the vision – a happier workforce that still delivers against the needs of employers – be created.
