What is *Flexible Working* by Gemma Dale about?

*Flexible Working* is a practical guide for HR professionals on implementing workplace flexibility to boost employee engagement, talent retention, and sustainability. It provides actionable strategies for designing policies, training managers, and overcoming barriers, with case studies like Zurich Insurance. The book highlights benefits like reduced workplace stress and a smaller carbon footprint while debunking myths about non-traditional schedules.

Who should read *Flexible Working*?

HR leaders, managers, and business executives seeking to modernize workplace practices will benefit most. It’s also valuable for diversity officers aiming to attract multigenerational talent (e.g., 37% of millennials reject inflexible roles) and sustainability teams focused on reducing office energy use.

Is *Flexible Working* worth reading?

Yes. Shortlisted for the 2021 Business Book Awards, it combines evidence-based frameworks (like MinHash data analysis) with real-world examples. Its focus on post-pandemic trends like hybrid work and Gen Z’s demand for autonomy makes it a timely resource for future-proofing organizations.

What are the key benefits of flexible working according to the book?

Flexible policies improve retention, cut costs, and diversify hiring pools. For employees, they reduce burnout and support caregivers. Environmentally, remote work lowers corporate carbon footprints. Case studies show companies like Zurich Insurance achieved higher productivity through customized schedules.

How does *Flexible Working* address generational differences?

The book notes 78% of employees over 50 prioritize flexible hours, while Gen Z often rejects roles without hybrid options. It advises tailoring policies: older workers value phased retirement, while younger staff seek location autonomy. This approach prevents “organizational nostalgia” conflicts with traditional 9-5 models.

What myths about flexible work does Gemma Dale debunk?

Dale challenges the stereotype that flexibility is only for mothers, citing data showing demand across genders and ages. She also disputes claims that remote workers underperform, pointing to studies on output consistency and tools for tracking virtual collaboration.

Does the book provide steps to implement flexible policies?

Yes. A 4-stage framework includes: * Auditing current practices using MinHash data deduplication. * Training managers on bias-free flexibility assessments. * Piloting programs with measurable KPIs (e.g., retention rates). * Scaling successful models company-wide, as demonstrated by Zurich Insurance.

How does *Flexible Working* handle sustainability?

It links reduced office occupancy to lower energy consumption and commuting emissions. Strategies include “green flexibility” incentives for employees using public transport and aligning remote work policies with corporate ESG goals.

Flexible Working

How to Implement Flexibility in the Workplace to Improve Employee and Business Performance

Gemma Dale

3.29(34 Reviews)

Overview of Flexible Working

Revolutionize your workplace with "Flexible Working" - the award-winning guide that's reshaping how we work. Endorsed by Professor Sir Cary Cooper, this timely resource offers practical strategies for implementing flexibility that boosts performance while supporting diverse talent pools and reducing carbon footprints.

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Chapter 1

The Future is Flexible: Reimagining How We Work

The 9-to-5 office model that has dominated our working lives since the Industrial Revolution is facing a reckoning. In her groundbreaking book "Flexible Working," Gemma Dale makes a compelling case that this industrial-era approach is increasingly outdated in our digital age. As Bill Gates once noted, this book represents "a crucial roadmap for the future of work" - a sentiment echoed by countless business leaders seeking to adapt to changing workforce expectations. The book has become required reading in MBA programs worldwide and has influenced policy at companies like Microsoft and Google, who have embraced flexibility as a competitive advantage in the war for talent. Dale's work couldn't be more timely - with 87% of employees desiring some form of flexibility but only 15% of job listings offering it, we're witnessing a fundamental disconnect between what workers want and what organizations provide. What if we could reimagine work in a way that benefits everyone involved? What if the future of work isn't about where we go, but what we accomplish?

Chapter 2

The Multifaceted Nature of Workplace Flexibility

Flexible working encompasses far more than just working from home. It represents a fundamental shift in control from employers to employees regarding when, where, and how work happens. This three-dimensional approach to flexibility includes time flexibility (when work is done), location flexibility (where it's performed), and method flexibility (how tasks are accomplished). The most common flexible arrangement remains part-time work, representing 23% of UK employment in 2018. However, numerous other options exist: job-sharing (two people sharing one role's responsibilities), compressed hours (full-time hours over fewer days), nine-day fortnights (working nine days instead of ten per two-week period), annualized hours (varying schedules with consistent pay), term-time working (no work during school holidays), flexi-time (variable start/finish times with core hours), and remote/homeworking (which increased 27% over a decade before the pandemic). Less common but equally valuable arrangements include staggered hours (different start/finish times from organizational norms), self-rostering (teams determining their own schedules), career breaks/sabbaticals (extended unpaid time away while maintaining employment status), and phased retirement (gradually reducing hours before full retirement). Some organizations also offer flexibility through benefits like purchasing additional leave or taking unplanned "duvet days." The distinction between formal and informal flexibility is crucial. Formal arrangements typically create permanent contractual changes, while informal flexibility operates on an ad-hoc basis in high-trust environments. Both have advantages - formal arrangements provide security while informal ones offer spontaneity. The ideal approach depends on organizational culture and individual needs. Despite growing demand, flexibility remains unevenly distributed. Research consistently shows demand outstripping supply, with over a third of employees preferring flexible hours to a pay rise. Public sector and larger organizations typically offer more options, while only 10% of UK employees report no flexible options at their workplace. However, job advertisements mentioning flexibility remain rare at just 15%, suggesting a significant opportunity for employers willing to embrace this revolution.

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Chapter 3

The Compelling Business Case for Flexibility

The benefits of flexible working extend far beyond employee convenience, creating a powerful business case for organizations. For talent acquisition, flexibility has become a crucial differentiator - 88% of women and 81% of men consider work-family balance very important when choosing jobs, while 80% would reject offers without flexible options. In today's competitive talent market, flexibility costs little compared to other perks yet ranks among candidates' top priorities. For retention, flexibility helps organizations keep valuable employees who might otherwise leave. A 2019 Deloitte survey found one-third of millennial fathers had changed jobs for more flexibility, with another third considering it. BT achieved a remarkable 97% maternity return rate through homeworking options. Without flexibility, organizations risk losing institutional knowledge while incurring high recruitment costs. Employee engagement also improves with flexible arrangements. Research consistently shows flexible workers report higher job satisfaction, with benefits extending even to non-flexible colleagues in organizations where flexibility is available. The NHS found 92% of staff consider flexibility important, with their research showing flexible workers feeling more content, cheerful and calm - translating to discretionary effort and better performance. Perhaps most compelling is the impact on performance itself. The RSA found flexibility drives organizational performance through innovation, skills utilization and motivation. The International Workplace Group reported 85% of business people across 80 nations experienced increased productivity from flexible working. A two-year Working Families study found positive relationships between flexibility and individual performance, with less than 5% reporting negative impacts. Notably, part-time workers outperformed full-time colleagues, with 34% receiving top performance ratings compared to 14% across all staff. Cost savings represent another significant benefit. Flexible working reduces sickness absence, work-related stress, turnover, and recruitment expenses. It can also decrease office space requirements, with 65% of businesses reporting that flexible working helps reduce capital or operational expenditure. Unlike expensive perks such as on-site gyms, flexibility often costs little to implement while delivering substantial returns. Environmental sustainability gains are also noteworthy. BT estimates their flexible working initiatives saved 12 million liters of fuel and reduced CO2 emissions by approximately 97,000 tonnes. A four-day working week could potentially reduce weekly car mileage by 558 million miles across the UK. While the environmental impact is complex - with potential "rebound effects" as saved commuting time leads to other journeys - meaningful benefits are possible with widespread adoption combined with appropriate technology.

Chapter 4

Flexibility in the Context of Future Work Trends

Flexible working represents more than an accommodation for individual employees - it's a fundamental component of the evolving workplace landscape. Several major trends are reshaping how we work, with flexibility sitting at their intersection. Demographic shifts are creating unprecedented generational diversity in the workforce. People are living and working longer, with 1 in 3 UK babies expected to reach 100 years old. This longevity has profound implications - employees may not want traditional retirement at 65, instead seeking flexible alternatives. Flexible work arrangements appeal across age groups: 92% of 18-34 year olds, 88% of 35-54 year olds, and 72% of those 55+ want flexibility. Lynda Gratton theorizes that longer lives will disrupt the traditional three-phase life (education, work, retirement), leading to multiple careers, regular breaks, and mid-life education - all supported by flexible approaches. Technology has transformed how we live and work, enabling entirely new services and ways of connecting. It's the key enabler of flexible working, connecting colleagues and customers worldwide through wifi, cloud computing, and mobile devices. Numerous tools support flexibility - from video conferencing apps like Zoom to collaboration platforms like Slack and Microsoft Teams, enterprise social networks, and cloud storage solutions. Yet many organizations aren't fully leveraging these capabilities, often incorporating technology into old approaches rather than fundamentally rethinking work methods. Globalization has removed traditional barriers to international business. Internet, email, mobile devices and social media enable organizations to operate globally on a 24/7 basis. For global organizations with distributed teams serving virtual markets, flexible working becomes essential rather than optional. Employees can potentially work and live anywhere, allowing businesses to serve new markets and access global talent. Some organizations like Automatic (WordPress's parent company) have embraced this fully - they own no offices, their employees work from anywhere without fixed schedules, and teams communicate almost entirely through technology despite being dispersed across different countries and time zones. Organizations must respond to these trends or risk falling behind competitors and losing talent. While flexible working can be handled case-by-case, maximum benefits come from taking a strategic approach that considers these future implications. With continuous rapid change in the workplace, true flexibility includes the ability to constantly adapt, and organizational approaches must evolve accordingly.

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Chapter 5

Flexibility as a Catalyst for Workplace Inclusion

Flexible working offers powerful benefits for equality, diversity and inclusion by opening the labor market to those who cannot engage in traditional full-time, office-based work. While equality focuses on preventing discrimination and diversity recognizes differences, inclusion creates environments where differences are valued as benefits leading to better decisions. Gender equality particularly benefits from well-implemented flexibility. The UK has one of the highest proportions of female part-time workers in the EU, reflecting childcare challenges and school timetable incompatibility with standard work hours. However, part-time working often halts pay progression for women, contributing to the gender pay gap (currently 8.9% for full-time employees but 17.3% when including all workers). The gap widens significantly after women become parents, with the Women and Equalities Committee calling part-time work "career death" due to the "part-time pay penalty." Flexible working can help reduce this gap through quality part-time opportunities at senior levels and alternative arrangements like compressed hours or homeworking. Encouraging fathers to work flexibly benefits everyone - when men are equally likely to take leave or request flexibility, gender-based discrimination diminishes and traditional roles are challenged. A 2019 Deloitte survey found one-third of millennial fathers had already left jobs seeking better work-family balance, highlighting that flexibility isn't just a women's issue. Employees with disabilities also benefit substantially. Nearly 20% of the UK population aged 16-64 has a disability, yet only 50.9% are employed compared to 80.7% of non-disabled people. Disabled employees typically earn over 12% less than non-disabled colleagues. As a reasonable adjustment under the Equality Act 2010, flexible arrangements like homeworking, reduced hours, or adjusted start/finish times can help disabled workers participate effectively in the labor market. Carers represent another group who benefit greatly from flexibility. One in seven workers provides care for someone elderly, seriously ill, or disabled, with around 600 people daily leaving their jobs to provide care. With an aging population, this trend will only increase. Flexibility is crucial as caring needs often vary unpredictably - while some carers need traditional arrangements like part-time hours, others require adaptability for fluctuating responsibilities like hospital appointments. Older workers increasingly seek flexibility as they approach retirement. Over one million UK workers are now over 65, a figure steadily increasing for more than a decade. Phased retirement allows organizations to retain valuable skills and experience while providing choices for individuals approaching retirement age. Organizations can use flexible working to attract diverse job candidates while enhancing their reputation as fair employers. Though not a complete solution to structural and systemic issues, flexible working forms part of a broader approach to workplace inclusion.

Chapter 6

The Complex Relationship Between Flexibility and Wellbeing

Employee wellbeing has become increasingly important as organizations face rising mental-health-related absences. The UK particularly struggles with work-life balance, ranking last among 25 comparator economies. Flexible working can enhance wellbeing in several ways, though its impact varies significantly between individuals and arrangements. Commuting represents a major wellbeing challenge, with two out of five workers defining it as the worst part of their day. Research shows longer commutes negatively impact all four measures of wellbeing: life satisfaction, sense of worthwhile activities, happiness, and anxiety levels. Flexible arrangements like homeworking, remote working, flexi-time or staggered hours can help reduce this stress by eliminating or shifting travel to less congested times. Work-life balance improvements are another potential benefit. CIPD research found 65% of flexible workers were satisfied with their work-life balance compared to just 47% of non-flexible workers. However, the effectiveness varies based on individual circumstances and arrangement type, with some workers experiencing a "gift exchange" mentality where they feel obligated to work harder in return for flexibility. This highlights an important complexity - flexible working doesn't automatically improve wellbeing. Different arrangements produce varied outcomes depending on who uses them and why. Homeworking can lead to work intensification, boundary blurring between work and home, isolation, and fewer social relationships. Research shows 41% of remote workers report high stress levels compared to 25% of office workers. Work intensification is a real problem for both reduced-hours and remote workers, who may work harder due to fewer distractions, extended working hours, or feeling they need to prove themselves. Organizations should implement effective communication, manager training, and wellness initiatives designed with flexible workers in mind. The subjective nature of wellbeing means what benefits one person may not help another. When flexibility becomes organizational norm rather than exception, employees can more effectively use it to improve their work-life balance.

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Chapter 7

Confronting Myths That Block Flexibility Adoption

Despite substantial evidence supporting flexible working benefits, persistent myths with negative connotations continue to act as barriers to both individual requests and broader organizational adoption. These myths range from assumptions about who wants flexibility to practical implementation concerns. The "ideal worker" myth portrays the perfect employee as someone who prioritizes work above all else, remains available 24/7, demonstrates unwavering commitment, and has minimal outside obligations. This mythical worker rarely seeks flexibility except when benefiting the organization. In reality, this ideal doesn't exist - every employee has priorities outside work. Yet organizations continue recruiting in this image, creating the foundation for flexibility stigma. The "9 to 5 default model" myth assumes work must follow traditional industrial-era patterns despite dramatic societal changes. This ignores the possibility of organizing work differently to meet contemporary needs and presents significant challenges to flexible working acceptance. Other common myths include: • "Flexible working isn't for our organization" - This particularly dangerous myth reflects cognitive bias toward the status quo. In reality, few organizations can claim flexibility is entirely irrelevant. • "Flexible workers aren't committed" - Research consistently shows part-time workers often bring increased enthusiasm and energy to their workplace. • "Setting a precedent" - Managers fear approving one request will bind them to approve all subsequent requests. Each request should be evaluated independently based on current circumstances. • "If I can't see people working, they might take advantage" - This stems from low-trust management perspectives. Few knowledge workers can be continuously monitored for performance anyway. • "Working with others needs to be face-to-face" - Many organizations default to in-person meetings despite viable technological alternatives, not because they're superior but because they're tradition. • "Managers can't work flexibly" - This forces employees to "step down" to less responsible positions to gain flexibility. Timewise's Power 50 awards showcase senior leaders successfully working reduced hours or in job-shares. • "Flexible working means working fewer hours" - Many flexible arrangements maintain the same total hours, just organized differently. • "Flexible working is a women's issue" - CIPD research shows caring responsibilities drove flexible working for fewer than 25% of employees. This myth creates barriers particularly for fathers seeking flexibility. Organizations should identify which myths are prevalent in their specific context and develop strategies to address them, as they remain difficult to change and require ongoing effort to dismantle.

Chapter 8

Building a Strategic Approach to Flexible Working

Implementing flexible working effectively requires a strategic approach rather than ad-hoc responses to individual requests. Organizations should develop a comprehensive strategy with six foundational elements that transform flexibility from something merely tolerated to something celebrated. First, flexibility should be available to everyone (or as many people as practicably possible). Even roles requiring physical presence at specific times can incorporate some flexibility through job-sharing or self-rostering. A truly flexible organization starts from the premise that all jobs can be done flexibly unless proven otherwise - "flexible by default." Second, organizations should accept flexibility in all its forms, not just familiar options like part-time work. They should be willing to experiment with employee-suggested arrangements rather than making assumptions about what will work, judging performance by outcomes rather than hours worked. Third, high trust is essential. Flexible working thrives in environments where organizations value outcomes over face time. While difficult to establish quickly, trust can be built by empowering employees to determine their optimal working arrangements. Fourth, enabling and supportive managers at all levels are critical. Senior leaders provide permission and role modeling, while line managers handle day-to-day implementation and requests. Managers must understand that flexibility benefits everyone and view it as an opportunity rather than something to tolerate. Fifth, an effective policy goes beyond legal compliance to provide clear, accessible guidance tailored to the organization. It should support manager discretion, encourage collaborative solutions, avoid focusing exclusively on parents, and maintain a welcoming tone. Finally, enabling technology is essential. Organizations must provide remote workers the same access and functionality they would have in an office. The barrier isn't typically technological but cultural, requiring shifts in work habits like replacing face-to-face meetings with online alternatives. Implementing these elements requires a deliberate change management approach. John Kotter's model offers relevant guidance: create urgency by explaining why change is necessary now, develop a compelling vision, reward those supporting the change, create quick wins, share success stories regularly, address concerns, form diverse teams to guide implementation, and involve stakeholders in policy development. Organizations should assess their current position against these six elements, identify gaps, review relevant barriers, plan specific actions to address potential resistance, and develop a compelling vision for flexible working that's accessible to both internal and external audiences.

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Chapter 9

From Policy to Practice: Making Flexibility Work

Even the best-designed flexible working strategy requires practical implementation tools to succeed. Effective policies need supporting guidance, communication strategies, and measurement approaches to create lasting change. Policy development should begin with analyzing existing data to understand current flexibility patterns: who works flexibly, what forms are used, request trends, acceptance/rejection rates, and promotion patterns among flexible workers. Organizations should gather input from diverse stakeholders to understand the lived experience of current policies and processes. Effective policies should open with a strong statement demonstrating organizational support for flexibility and exceed legal minimums. They should enable "Day One" flexibility requests rather than enforcing the statutory 26-week waiting period, set shorter timescales than the three-month legal maximum for handling requests, provide simple application forms that don't ask for personal reasons, and include appeal processes for rejected requests. Trial periods are essential policy components, allowing both parties to assess arrangements before permanent implementation. Communication is equally crucial. Organizations should reference flexible working in employee handbooks, induction materials, intranets, external websites (especially recruitment pages), management training, job advertisements, wellbeing programs, and relevant HR policies. Launch activities might include formal communications from senior leaders explaining the approach and benefits, dedicated events, online resource hubs, and an internal brand or logo to increase visibility. Ongoing promotion activities help sustain momentum. A network of flexible working champions can raise awareness, open conversations, bust myths, and provide role models. Internal networking groups for flexible workers provide space to discuss challenges and share ideas. Highlighting success stories from diverse roles and organizational levels brings the concept to life and normalizes flexibility throughout the hierarchy. Manager training is perhaps the most critical implementation element. According to the CIPD, training managers on flexible working benefits and management techniques is the most effective way to increase both quality and quantity of flexible arrangements. Training should cover legal frameworks, organizational policies, process responsibilities, role assessment for flexibility potential, different flexible working forms, handling practical issues, addressing myths with evidence, and adapting management styles for flexible workers. Finally, measuring progress is essential. Organizations should collect both baseline and ongoing data to assess effectiveness against objectives and identify problem areas. Regular analysis should examine flexible working request metrics, promotion rates of flexible workers, and trend analysis by department and gender. This quantitative data should be complemented by qualitative feedback through surveys, focus groups, or one-on-one discussions. Beyond flexibility metrics, organizations should measure broader impacts through key indicators like employee turnover/retention rates, recruitment costs, productivity, employee engagement scores, and absence rates.

Chapter 10

A Call to Action for the Future of Work

The time has come for a flexible working revolution that fundamentally transforms how we think about work. From comprehensive academic research spanning multiple industries to large-scale industry surveys involving thousands of employees, the evidence overwhelmingly demonstrates that flexible working delivers tangible benefits across multiple stakeholders - from improved work-life balance for employees to enhanced productivity for organizations and reduced environmental impact for society. We must radically rethink traditional 9-to-5 work models designed for an industrial era, moving beyond mere legal compliance toward creating inclusive cultures where everyone can work to their full potential. Currently, flexible working remains available primarily to "the lucky few," often restricted to knowledge workers, senior roles, or specific departments rather than being equitably distributed throughout the labor market. Access frequently depends on individual manager discretion rather than systematic policy, creating inconsistency and inequality. The flexibility stigma remains deeply entrenched - with research showing flexible workers often face slower career progression and reduced access to development opportunities. Yet organizations that have fully embraced flexibility report significant measurable benefits: 40% better talent retention, up to 20% reduction in gender pay disparities, 30% higher employee engagement scores, and substantial progress toward sustainability goals through reduced commuting and office space requirements. The COVID-19 pandemic has served as an unprecedented global experiment in remote work, giving millions of employees firsthand experience of alternative working patterns. Early research from multiple countries indicates widespread positive reception, with studies showing 65-70% of workers wanting to maintain increased work location flexibility post-pandemic. Productivity has remained stable or improved in most cases, challenging long-held assumptions about office presence. Organizations that can't or won't meet this growing demand for flexibility risk losing talent - surveys indicate 30-40% of employees would consider changing jobs to gain more flexible arrangements. No business can afford to ignore these fundamental shifts in how work gets done or the converging trends affecting employees, customers, and stakeholders. Smart businesses are already embracing flexibility's benefits through comprehensive programs that combine remote work, flexible hours, compressed workweeks, and job sharing. The evidence is clear, the digital tools are mature, and the technology infrastructure is robust. It's time to decisively bust persistent myths, eliminate stigma, challenge outdated attitudes about "face time," and break through cultural and structural barriers. The flexible working revolution isn't just coming - it's already here. Forward-thinking organizations are seizing this moment to reimagine work arrangements, redesign processes, and rebuild cultures around flexibility as a core operating principle rather than an occasional accommodation. The question isn't whether to embrace flexibility, but how quickly you'll adapt to this new reality. Are you ready to lead this transformation?

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Key Themes in Flexible Working

workplace autonomy
remote work strategy
talent retention
work-life integration
organizational performance

Quotes from Flexible Working

Flexibility costs little compared to other perks yet ranks among candidates' top priorities.
Without flexibility, organizations risk losing institutional knowledge.
Research consistently shows demand outstripping supply.
Flexibility has become a crucial differentiator.

Characters in Flexible Working

Gemma DaleAuthor and expert on flexible working models

About the Author

Gemma Dale, author of Flexible Working: A Practical Guide to Organizing Work Outside the Nine-to-Five, is a leading HR expert, certified management educator, and advocate for modern workplace practices.

With over 20 years of experience in human resources, Dale combines her academic rigor as a lecturer at Liverpool John Moores University with real-world insights from her role as an HR strategist at tech firm Draw & Code. Her expertise spans hybrid work, employee wellbeing, and organizational behavior, themes central to her book, which offers actionable strategies for balancing productivity and work-life integration.

A Chartered Fellow of the CIPD, Dale is also the creator of the award-winning HR blog People Stuff and co-author of How to Work Remotely. She was named one of the UK’s Most Influential HR Thinkers in 2021 and 2022, and her research on post-pandemic work trends has been featured in industry conferences and media outlets. Flexible Working reflects her commitment to reshaping workplace culture, drawing from both academic research and frontline HR leadership.

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"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

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"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

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"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

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"Reading used to feel like a chore. Now it’s just part of my lifestyle."

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"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

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Chapter 9

Flexible Working

OverviewOverview of Flexible Working

One book. Many ways to hear it.

The Future is Flexible: Reimagining How We Work

The Multifaceted Nature of Workplace Flexibility

See every word as you hear it

The Compelling Business Case for Flexibility

Flexibility in the Context of Future Work Trends

Get more out of Flexible Working

Flexibility as a Catalyst for Workplace Inclusion

The Complex Relationship Between Flexibility and Wellbeing

See every word as you hear it

Confronting Myths That Block Flexibility Adoption

Building a Strategic Approach to Flexible Working

Get more out of Flexible Working

From Policy to Practice: Making Flexibility Work

A Call to Action for the Future of Work

You made it to the end of Flexible Working

Key Themes in Flexible Working

Quotes from Flexible Working

Characters in Flexible Working

About the Author

Download Summary of Flexible Working

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FAQs About This Book

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1,000,000+ curious minds.

1,000,000+ curious minds.

One book. Many ways to hear it.

The Future is Flexible: Reimagining How We Work

The Multifaceted Nature of Workplace Flexibility

See every word as you hear it

The Compelling Business Case for Flexibility

Flexibility in the Context of Future Work Trends

Get more out of Flexible Working

Flexibility as a Catalyst for Workplace Inclusion

The Complex Relationship Between Flexibility and Wellbeing

See every word as you hear it

Confronting Myths That Block Flexibility Adoption

Building a Strategic Approach to Flexible Working

Get more out of Flexible Working

From Policy to Practice: Making Flexibility Work

A Call to Action for the Future of Work

You made it to the end of Flexible Working

Users also liked

Discover more

Overview of Flexible Working