In 2024, one of the most significant changes that has come to the UK workforce was the introduction of flexible working as a default right from day one of employment. This shift is part of a broader movement towards creating work environments that prioritise work-life balance, responding to changes in how employees want to work following the pandemic. For HR professionals, this reform introduces new challenges and opportunities. It will require updates to policies, training for managers, and a careful balancing act between flexibility and productivity.

The COVID-19 pandemic fundamentally transformed the way people work, making remote and flexible working the norm for millions of employees. While the initial adoption of these working arrangements was driven by necessity, their benefits – improved work-life balance, reduced commuting time, and increased job satisfaction – became apparent quite quickly. 

Day One-Right

The Employment Rights Bill aims to meet this demand by making flexible working a right from day-one. Employees will be able to request flexible working arrangements without needing to justify their request or meet specific eligibility criteria. This policy will ensure that flexible working is more accesssible. This will promoting inclusivity and giving employees greater control over their work-life balance.

HR teams need to act now to ensure that company policies reflect the new regulations on flexible working. This involves:

  • Reviewing and updating flexible working policies: HR must ensure that current policies allow employees to request flexible working from the first day of employment. HR teams will need to clarify the process for requesting flexible working and outline how these decisions will be made. This will ensure transparency and consistency.
  • Clear communication: Employees should be informed of their rights regarding flexible working from the moment they are hired. We need to ensure that new hires are made aware of how to submit requests and how decisions will be made.
  • Tracking requests and responses: To ensure fairness and compliance, we need to develop systems to log flexible working requests and monitor response times. Under the new law, employers must consider requests “reasonably” and respond within a set time frame. This means HR will need efficient processes for handling and documenting these requests.

Manager Training

A key aspect of implementing the flexible working default right successfully is manager training. Front line managers will often be the first point of contact when an employee submits a flexible working request. It is crucial that they handle these requests fairly and in line with company policy.

Managers should be trained to:

  • Assess requests objectively: While it may not be possible to grant all requests, decisions must be based on the role’s requirements rather than personal preferences.
  • Balance team needs with individual flexibility: In some cases, granting a flexible working request could impact the wider team. Managers need to learn how to assess whether flexibility for one employee can coexist with operational needs and team dynamics.
  • Communicate decisions clearly and empathetically: Whether a request is approved or denied, the reasons must be clearly communicated to the employee.

While flexible working arrangements can boost employee satisfaction and retention, they must also align with broader business goals. This shift toward flexibility should not come at the expense of productivity or team cohesion.

We must consider how flexible working fits into the company’s:

  • Productivity goals: While some roles may lend themselves well to flexible working, others may require a physical presence or set hours to meet operational demands. HR must work with department heads to define which roles are suitable for flexibility and under what conditions.
  • Organisational culture: Flexibility can sometimes lead to a sense of isolation for remote workers, which may erode company culture. HR teams must develop strategies to ensure that employees working flexibly continue to feel connected to their colleagues. Regular team check-ins, virtual meetings, and opportunities for in-person collaboration can help maintain this connection.
  • Operational needs: Flexible working can be more challenging in customer-facing or time-sensitive roles. HR should work closely with leadership to identify which areas of the business can adapt to flexible arrangements.

The introduction of flexible working as a default right could mark a permanent shift in the UK’s work culture. Businesses that embrace change and flexibility, may see significant benefits in terms of employee retention, job satisfaction, and productivity. According to research, organisations that offer flexible working tend to attract a wider talent pool, including those who may not have been able to work under traditional arrangements, such as carers for people with disabilities​.

 

This blog post was written by  Nina Szewczak one of our CIPD tutors here at Oxford College of Management. If you’re interested in taking your HR career to the next level, take a look at our CIPD qualifications.